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Waterberg District Municipality
Waterberg District Municipality DRAFT 2011/12 IDP
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SECTION A: EXECUTIVE SUMMARY
Analysis Overview
Waterberg District is geographically located on the Western part of the Limpopo Province - one of the peaceful and prosperous provinces of South Africa. The
District municipality shares its five border control posts with Botswana namely Groblersbrug, Stockpoort, Derdepoort, Zanzibar and Platjan. Within the Province, it
shares its borders with the Capricorn District Municipality to the North and the Sekhukhune District Municipality to the East, the South- Western boundary of the
district the Northwest Province whilst on the South-Eastern boundary lays the Gauteng Province.
The Waterberg District Municipality’s area of jurisdiction is made up of six local municipalities, as follows:
� Mogalakwena Municipality, comprising the town of Mokopane, Mahwelereng and Rebone Townships, and a number of rural settlements;
� Modimolle Municipality, comprising the town of Modimolle , Mabatlane, Alma, and surrounding rural areas;
� Mookgophong Municipality, comprising the town Mookgophong, Roedtan- Thusang Townships and Mookgophong Township with surrounding game farms
and luxury safari lodges;
� Lephalale Municipality, comprising the town of Lephalale, Marapong township and surrounding rural areas;
� Thabazimbi Municipality, comprising the town of Thabazimbi, Regorogile township and surrounding rural areas;
� Bela-Bela Municipality, comprising the town of Bela Bela, and surrounding rural areas.
IDP Review Process Overview
Integrated Development Planning is a process through which a municipality and other role players combine a blueprint outlining how services will be rolled out to
the community. The IDP process is when a municipality prepares five-year strategic development plan which will then serve as a principal planning instrument for
service delivery. Waterberg District Municipality has developed its five-year IDP, i.e. 2007/08 to 2011/12. Provisions from Municipal Systems Act require such IDP
to be reviewed annually. It is within this background that as a district we have engaged in the process of reviewing our 2008/09 in order to inform the 2009/10
budget and also align with other programmes and projects from sector departments. The district is obliged to review its IDP in order to inform the 2009/10 budget.
It is also advisable to always refer to the original document of 2007/08 to 2011/12 when reading this reviewed document.
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Institutional Arrangements for the IDP Process and implementation
It is the primary responsibility of Council, its Councillors, officials and staff to ensure that integrated planning is undertaken. The Waterberg District Council is
responsible for the approval of the IDP for the district and the responsibility cannot be delegated. Clear accountability and management of the IDP process belongs
to the municipality and thus, should be owned and controlled by the municipality. Councillors, senior officials, local municipalities, sector departments and
parastatals, civil society and trade unions, amongst others, have distinct roles to play during integrated development planning processes.
The Executive Mayor is responsible for driving the whole IDP process in Waterberg. He provides leadership in the development and reviews of the IDP. The day-to-
day management of the IDP process has been delegated to the Office of the Municipal Manager who consistently chairs the IDP Steering committee. The IDP
Manager deals with coordination of the day-to-day issues relating to the IDP. These include adherence to IDP Framework and Process plan, coordination of
stakeholders, support to Local municipalities and documentation of the IDP (plan). He further chairs the IDP Technical committee which forms the link between
District and Local municipalities in terms of IDP. The IDP Steering Committee is a technical working team of dedicated senior management officials, who together
with the Municipal Manager and/or the IDP Manager must ensure a smooth compilation and implementation of the IDP.
The IDP Steering Committee compiles the IDP document through consultation with various sets of information and direct their output to the IDP Representative
Forum via Portfolio Committee on Strategy, Planning and IDP, for debates and further inputs and refinement of the plan. The Portfolio Committee provides political
support to the entire IDP process. The municipality has established three development Clusters and their technical committees to deal with district-wide
intergovernmental (alignment) issues in the IDP implementation, i.e. Economic Cluster, Social and Infrastructure and Governance and Administration. The IDP
Technical Committee comprises of IDP Managers/ Coordinators of all municipalities in the district and the middle managers of the District municipality. It is
envisaged the structure will culminate into District Development Planning Forum, embracing representatives of sector Departments and State-owned enterprises.
The IDP Representative Forum is the structure that provides a platform for public participation through involvement of different community structure
representatives, political leaders, traditional leaders and government entities which provide support. The profile of representatives in the structure requires the
Executive Mayor or his delegate to chair the meetings and control the debates. The selection of members to the IDP Rep. Forum also ensures geographical, social
and functional representation. The output of the IDP process should be understood by all stakeholders and have public buy-in. The final output (IDP document) is
submitted to the Mayoral Committee for ratification and then to Council for approval.
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Assessment of Powers and Functions
The District Municipality has fifteen powers and functions conferred to it through section 84 sub-sections 1 of the Local Government Municipal Structures Act.
It is however not performing the following functions it is suppose to implement, namely:
Key:
APT – Authority to Perform
PFM – Powers Performed by Municipality
ESP – External Service Provider
S78 – Section 78 Process in terms of System Act Complete
SDA – Service Delivery Agreement in Place
Functions of the municipality according to the Constitution, the
Municipal Structures Act and Systems Act
ATP PFM ESP or
Other
Sphere
of Govt.
S78 SDA
Air pollution Yes Yes No Yes No
Bulk supply of Electricity Yes No Yes No No
Bulk Water Supply Yes Yes Yes Yes Yes
Bulk sewage purification and main sewage disposal Yes Yes Yes Yes No
Cemeteries and Crematoria Yes Yes No No No
Municipal roads Yes Yes No No No
Education No No No No No
Fire-Fighting Services Yes Yes Yes Yes Yes
Local Economic Development Yes Yes No No No
Municipal Abattoir Yes Yes No Yes No
Municipal Airports Yes No No No No
Municipal Health Services Yes Yes No No Yes
Municipal Public Transport Planning Yes Yes No No No
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Municipal Public Works Yes Yes No No No
Municipal Planning Yes Yes No No No
Safety and Security No No Yes No No
Social Development No No Yes No No
Sports, Arts and Culture No No Yes No No
Refuse removal, refuse dumps and solid waste Yes Yes Yes No No
SECTION B: SITUATIONAL ANALYSIS
1 INTRODUCTION
This chapter provides a detailed summary of the District Municipality’s situational analysis.
1.1 2010/11 IDP MECs Assessment
1.1.1 Credibility of the IDPs
2009/10 2010/11
Waterberg District High High
Mookgopong Medium Medium
Modimolle Medium High
Mogalakwena Medium High
Bela-Bela Medium High
Lephalale Medium Medium
Thabazimbi Medium High
1.1.2 Key issues worth noting from the MECs assessment
• All municipalities adopted their IDP/MTAS/Budgets (100%);
• Projects of sector departments are reflected in municipal IDPs;
• IDP/MTAS alignment determined although some not factored or streamlined into IDPs;
• Lack of synergy between IDP/MTAS and SDBIPs in most municipalities;
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• District Engagement Sessions convened in all districts;
1.2 Municipal Turnaround Strategy(MTAS)
1.2.1 Introduction
The strategy is a culmination of national assessment of the state of local government across the country commissioned by the Minister for
COGTA(August 2009). Following the consolidation of the National State of Local Government Report a framework for the turnaround of
municipalities was presented at the National Indaba held on 21-22 October 2009. The Report identified critical challenges facing local
government and subsequent advocate for the need for a change- popular as turnaround strategy.
The method to conduct the assessment of the state of municipalities was based on the quantitative and qualitative survey of the
performance of the municipalities during the 2007/08 and 2006/07 financial years respectively. A collaborative process was followed
whereby the provincial department of local government and housing, senior officials from COGTA, SALGA as well as the district municipalities
constituted the district-based team that conducted the assessment of the state of municipalities.
The assessment team amongst others coordinated the review of the municipal performance documents for the financial years under-review
and provided municipalities with the opportunity to give oral presentation on the state of municipalities.
1.2.2 Current Situation
All municipalities in the district have MTAS in place which they quarterly report on to the provincial department of local government and
housing and to the district as well, as a the implementation plan has become a standing item on the Governance and Administration Cluster,
Provincial Planning Forum and the Premier-IGR Forum on a quarterly basis.
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1.3 Demographic Overview
Population
According to Statistics South Africa (Community Survey, 2007), the population of the Waterberg District was about 622,734 in 2007. The population is unevenly
distributed among the eight Local Municipalities, and it makes up to 11.6% of the Limpopo population of 5.2 million persons.
The majority of the Waterberg District population reside within the Mogalakwena LM (55.47%), followed by Lephalale LM (13.44%), Thabazimbi LM (10.07%), and
Bela-Bela LM (9.37%). The two Local Municipalities with the smallest percentages of the Waterberg District population are Modimolle LM (8.82%) and
Mookgophong LM (2.82%).
Table 1: Population Group, WDM, 2007
Black Coloureds Indian/Asian White Totals
Thabazimbi LM 45947 283 103 13703 60036
Lephalale LM 75352 9 0 4780 80141
Mookgophong LM 13123 21 98 3578 16820
Modimolle LM 43309 260 481 8552 52602
Bela-Bela LM 47365 1025 50 7404 55844
Mogalakwena LM 315355 119 3200 11970 330644
Waterberg DM 540451 1717 3932 49987 596087
Source: Stats SA Community Survey, 2007
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Source: Stats SA Community Survey, 2007
In terms of gender, the Waterberg District has a fairly equal distribution as measured in the 2007 Community Survey, at 46.5% male and 53.5% female.
Source: Stats SA Community Survey, 2007
In terms of the age structure, 60.86% of the Waterberg District population in 2007 fell within the economically active population (EAP) range. 39.14% of the
population (such as children and the elderly) is dependent on the economically active population for their subsistence.
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2 KPA 1: SERVICE DELIVERY & INFRASTRUCTURE DEVELOPMENT
2.1 Free Basic Services: Water, Sanitation, Electricity & Refuse Removal
Free basic municipal services are services provided at no charge by the Government to poor households. The services currently include water and electricity. These
services are provided by municipalities and include a minimum amount of electricity, water and sanitation that is sufficient to cater for the basic needs of a poor
household. However, policies regulating the provision of basic sanitation and refuse removal are yet to be finalised by the relevant sector departments of Water
Affairs and Environmental Affairs.
The current status quo is that all municipalities within the District have approved indigent registers. However, the implementation of the policy varies in all
municipalities. Local municipalities are challenged by the implementation of indigent policies due to lack of adequate staff in the budget and treasury, inadequate
billing systems and lack of water meters in rural areas.
Outlined below is the number of households benefiting from free basic services in municipalities.
Table 2: Provision of Free Basic Services, WDM, 2009 /10
Municipality Water Electricity Sewerage
and
sanitation
Solid waste
management
2008/09 2009/10 2008/09 2009/10 2008/09 2009/10 2008/09 2009/10
Bela- Bela LM 3500 2304 3500 2304 3500 2304 3500 2304
Modimolle LM 2000 - 2143 - 477 - 212 -
Lephalale LM 7898 - 5114 - - - - -
Mogalakwena LM 69879 69892 68326 68915 2992 2682 2992 2682
Mookgophong LM 3861 1579 3861 1472 3861 1579 3861 1579
Thabazimbi LM 2597 2597 2552 2579 2552 2579 2552 2579
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2.2 Water Provision
Water is life – it is the most important resource to encourage both social and economic development within communities.
Waterberg District Municipal is not a Water Services Authority. Provision of water is undertaken at the local municipalities. For the past fifteen years WDM and the
local municipalities have provided water and met milestones as compared to the set standards of provision of basic water to communities. However there are
service backlogs that must be addressed.
Water is one of the scarcest resources in Waterberg. It is common knowledge that the availability of water resources has an impact on development in general.
There are 8 main dams and 80 boreholes and 15 wetlands.
Table 3: Water Sources within WDM
Source Municipality
Surface water Groundwater
Bela-Bela LM Warmbath Dam
Platrivier Dam
Pipeline from Klipdrift purification works(Magalies)
Four boreholes
Modimolle LM Donkerpoort Dam
Pipeline from Klipdrift purification works(Magalies Water)
Perdelaagte borehole in Modimolle
Mabaleng borehole
Mabatlane borehole
Mogalakwena LM Sterkrivier Dam (Lepelle Northern Water)
Planknek (21 boreholes)
Uitloop Water Beligging (1borehole)
Mapela Regional Water Scheme (25 boreholes)
Bakenberg Regional Water scheme (40 boreholes)
Nkidikitlana Regional Water Scheme (15 boreholes)
Salem Regional Water Scheme (12 boreholes)
Mookgophong LM Welgevonden Dam Nyl Valley field (4)
Roedtan/Thusong field (6)
Tin mine
Lephalale LM Mogolo Dam 132 boreholes
Thabazimbi LM Vaalkop Dam (Magalies Water) B Seven (1 borehole)
Groep Five & Twelve (5 boreholes)
Leeupoort (2 Boreholes)
Rooiberg (3 boreholes)
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Table 4: Service levels - Water Provision
Piped water inside
the dwelling
Piped water
inside the yard
Piped water from
access point outside the yard Borehole Spring
Dam/
pool
River/
stream Water vendor Rain water tank Other
Bela-Bela 8 911 2 462 1 078 1 264 0 34 0 57 70 417
Modimolle 6 566 6 982 1 539 439 0 160 33 37 0 70
Mookgophong 3 343 2 285 231 1 756 0 10 18 0 2 28
Mogalakwena 18 824 15 625 31 097 7 034 161 711 396 1 356 49 60
Lephalale 7 350 2 787 10 214 3 095 0 66 166 66 0 0
Thabazimbi 10 624 6 280 5 064 868 0 44 0 953 0 38
Source: StatsSA, Community Survey, 2007
Table 5: Households Below Basic Level of Service/Backlogs - Water Provision
Households Below Basic Level of Service/Backlogs Households Below Basic Level of Service/Backlogs as a Percentage
Bela-Bela 580 4.1%
Modimolle 1,425 4.5%
Mookgophong 58 0.8%
Mogalakwena 2,734 3.6%
Lephalale 6,304 18.9%
Thabazimbi 2,590 2.2%
Source: COGTA, Basic Services Publication, (2009 Municipal Source)
Comment:
The Waterberg District Municipality has high RDP water services levels, 87.8% of the households receive RDP water services. Modimolle has the highest RDP water
services levels (95.3%). Mookgophong has the lowest RDP water service levels in the district (76.3%), and this can be attributed to its mostly rural nature. All the
local municipalities in the district have generally high RDP water services levels.
In relation to the district and provincial backlogs, Mogalakwena has the largest water backlog, contributing 50.1% to the district backlog and 4.9% to the provincial
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backlog. Lephalale is next contributing 17.4% to the district backlog and 1.7% to the provincial backlog. Modimolle has the smallest RDP water backlog and
contributes only 3.8% to the district backlog and 0.3% to the provincial backlog. It is followed by Mookgophong, contributing 9.3% to the district backlog and 0.9%
to the provincial backlog; and Bela-Bela contributing 9.4% to the district backlog and 0.9% to the provincial backlog. With the exception of Mogalakwena all the
local municipalities in the district have low RDP water backlogs.
2.3 Provision of Sanitation
Sanitation is about dignity. The availability of sanitation facilities not only improves the dignity of people, but also promotes their health. Areas without proper
sanitation systems give rise to water borne diseases like cholera, diarrhoea, typhoid, etc. it is therefore important that as a municipality, prioritization should be
given to this service, particularly taking into account the backlog and the national target.
Table 6: Service levels - Sanitation Facilities
Municipality Flush toilet
(connected to
sewerage
system)
Flush toilet
(with septic
tank)
Dry toilet
facility
Pit toilet with
ventilation
Pit toilet
without
ventilation
Chemical
toilet
Bucket toilet
System
None
Bela-Bela 10,939 524 92 56 1835 25 0 820
Modimolle 9 780 315 980 155 3 614 136 34 813
Mookgophong 5 247 554 118 230 961 50 0 515
Mogalakwena 17 796 1 811 3 555 6 985 41 780 0 0 3 388
Lephalale 7 210 655 1 445 1 236 11 745 0 0 1 455
Thabazimbi 16 646 99 772 135 5 076 44 0 1 100
Source: StatsSA Community Survey 2007
Table 7: Households Below Basic Level of Service/Backlogs – Sanitation Facilities
Households Below Basic Level of Service/Backlogs Households Below Basic Level of Service/Backlogs as a Percentage
Bela-Bela 2,656 18.6%
Modimolle 1,425 4.5%
Mookgophong 1,476 19.2%
Mogalakwena 45,168 60.0%
Lephalale 8,251 24.7
Thabazimbi 23,211 20.0%
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Source: COGTA, Basic Services Publication, (2009 Municipal Source)
Comment:
The Community Survey of 2007 indicates that Mookgophong has the lowest RDP sanitation levels in the district. 92.6% of the households have access to sanitation.
The average access to sanitation in the Waterberg District Municipality is high. The statistics show that 94.7% of the households in the Waterberg District
Municipality have access to sanitation. Mogalakwena has the highest RDP sanitation service levels in the district, 95.5% of the households have access to sanitation.
It’s followed by Thabazimbi, (95.2%); Bela-Bela, (94%); Lephalale, (93.8%); and Modimolle, (93.7%).
The Waterberg District Municipality accounts for 5.5% of the provincial RDP sanitation backlog. Mookgophong has the largest RDP sanitation backlog, with a
backlog of 7.3%. This accounts for 6.7% of the district backlog and 0.3% of the provincial backlog. Mogalakwena has the lowest RDP sanitation backlog (4.4%), with
40.4% of the district backlog and 2.2% of the provincial backlog.
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2.4 Electricity Provision
The electricity backlog of Waterberg District municipality is minimal as compared to those of other District Municipalities. Provision of electricity is bestowed with
Eskom as provider in rural areas of the municipality. In towns, Bela- Bela, Mokgophong, Mogalakwena, Roedtan, Lephalale electrification process is the power and
function of the local municipalities.
In areas where municipality has the function of providing electricity the sub-stations have reached maximum capacity to cater for new townships. The energy crisis
faced by the municipalities is detrimental to provision of basic services and growing the local economy of municipalities.
The development of the coal, energy and petrochemical cluster in Lephalale will not only eradicate the District electricity backlog but also there will be
improvement of the provision of electricity in the Province and the whole country.
Table 8: Service levels - Energy Source for Lighting
Municipality Electricity Gas Paraffin Candles Solar Other
Bela- Bela 11 308 0 409 2 550 0 24
Modimolle 12 111 28 313 3 374 0 0
Mookgophong 6 063 0 77 1 402 25 106
Mogalakwena 69 004 63 647 5 437 59 102
Lephalale 20 305 7 311 3 029 64 29
Thabazimbi 16 802 44 1 959 4 908 33 126
Source: StatsSA Community Survey 2007
Table 9: Households Below Basic Level of Service/Backlogs – Electricity
Households Below Basic Level of Service/Backlogs Households Below Basic Level of Service/Backlogs as a Percentage
Bela-Bela 4,214 31.0%
Modimolle 4,114 36.7%
Mookgophong 2,371 30.8%
Mogalakwena 652 0.9%
Lephalale 6,104 23.6%
Thabazimbi 12,143 54.2%
Source: COGTA, Basic Services Publication, (DME 2008)
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Comment:
The Community Survey of 2007 statistics indicates that 84.3% of the households in the Waterberg District Municipality have access to electricity. Mogalakwena has
the highest percentage of households with access to electricity as 91.6% of the households have access to electricity. It’s followed by Lephalale, (85.5%); Bela-Bela,
(79.1%); Mookgophong (79%) and Modimolle, (76.5%). Thabazimbi has the lowest percentage of households that have access to electricity (70.3%).
Thabazimbi has the largest electricity backlog of 29.6% and it contributes 28.1% to the district backlog and 3% to the provincial backlog. It’s followed by Modimolle,
(23.4%), which contributes 14.7% to the district backlog and 1.6% to the provincial backlog. The Waterberg District Municipality as a whole contributes 10.9% to the
provincial backlog.
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2.5 Refuse Removal
Waterberg District has a challenge of providing refuse removal services to the communities. The local municipalities are experiencing challenges of offering the
service.
Table 10: Service levels – Refuse Removal
Municipality Removed by
local
authority/private
company at least
once a week
Removed by
local
authority/private
company at less
often
Communal
refuse
dump
Own refuse
dump
No
rubbish
disposal
Other
Bela- Bela 10,883 112 73 2645 554 24
Modimolle 8 743 238 173 6 082 591 0
Mookgophong 4 499 43 70 2 627 433 0
Mogalakwena 16 977 441 529 43 513 13 793 61
Lephalale 6 126 199 178 17 175 66 0
Thabazimbi 11 393 3 166 551 6 533 2 229 0
Source: Stats SA Community Survey 2007
Table 11: Households Below Basic Level of Service/Backlogs – Refuse Removal
Households Below Basic Level of Service/Backlogs Households Below Basic Level of Service/Backlogs as a Percentage
Bela-Bela 3,408 23.8%
Modimolle 7,084 44.8%
Mookgophong 3,173 41.4%
Mogalakwena 58,337 77.5%
Lephalale 17,618 74.2%
Thabazimbi 12,479 52.3%
Source: COGTA, Basic Services Publication, 2009
Comment:
Only 39% of the households in the Waterberg District Municipality have access to acceptable refuse removal service levels. Bela-Bela has the highest percentage of
households with access to refuse removal services (76.9%). It’s followed by Thabazimbi, (60.9%). Mogalakwena has the lowest percentage of households with
access to refuse removal services (23.1%). The municipality also has the largest refuse removal backlog (76.8%), contributing 59.1% of the district backlog and 5.8%
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of the provincial backlog. The municipality with the smallest refuse removal backlog is Bela-Bela, with a refuse removal backlog of 23%, which contributes 3.3% to
the district backlog and 0.3% to the provincial backlog. The Waterberg District Municipality contributes 9.9% to the provincial refuse removal backlog. With the
exception of Bela-Bela the Waterberg District Municipality generally has a large refuse removal backlog.
2.6 Service Delivery & Infrastructure Development Challenges
Municipality Water Sanitation Electricity Refuse Removal
Thabazimbi • Ageing infrastructure • Ageing infrastructure
• Informal settlements use pit latrines
that poses health risks
• Coping with the challenge of the
electricity reform process
• Upgrading electricity supply to meet
the demand and development of
business operations.
• Ensuring access to free basic
electricity in communities.
• Propagate, register and supply all
deserving beneficiaries.
• Limited number of vending stations.
• Lack of finance for ring fencing
process.
• Approximately 94 households are
without electricity.
• None
Bela-Bela • The quality of drinking
water provided through
boreholes within
Rapotokwane was also
considered unsatisfactory
since this water is salty in
taste.
• Sanitation was not raised as a
serious concern, nevertheless the
municipality has a responsibility to
eradicate the existing backlog which
is estimated at approximately 1 300
households (Rapotokwane and
informal settlements)
• Lack of access to electricity by some
of the households within
Rapotokwane and informal
settlements (i.e. “JZ” and Tsakani).
The total energy backlogs amounts
to approximately 1 300 households.
• There is only one (1) dumping site
which serving the entire Bela –
Bela. There are no dumping sites
at Pienaarsrivier, Radium and
Rapotokwane.
Modimolle • Dilapidated engineering
infrastructure
• Insufficient capacity of sewer plant
and electricity to accommodate
current and future developments
• There is a need for additional
capacity of 20MVA in Modimolle
Town and 10 MVA in Vaalwater to
enable further development
• The Vaalwater land fill site is
compromised by the
encroachment of Leseding
Extension 2 and new Extension 3
development and Modimolle is
compromised by the new
Extension 10 development
Mookgophong • Ageing infrastructure stifles
development and service
delivery
• Culture of non payment of
• 1127 household are without formal
sanitation.
• Insufficient bulk water and electrical
supply
• Illegal dumping
• Inadequate records are
maintained of the quantities and
types of waste collected and
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local communities.
• Access to and the available
of bulk water services is a
serious challenge.
disposed
• Waste collection services are not
provided to any rural, large
number of resorts, lodges, game
farms and agriculture
• Illegal refuse not collected
regularly due to lack of transport.
• No programmes to educate the
community about the effect on
dumping as well as littering on
the environment.
• No waste management plan, as
well as the environmental plan
for the Municipality
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Municipality Water Sanitation Electricity Refuse Removal
Mogalakwena • Dependency on borehole water
leads to undesirable levels of
tankering.
• Insufficient bulk potable water
supply – moratorium on
development.
• Dilapidated water and sewer
infrastructure.
• Insufficient revenue and budget
for operations and maintenance
of water schemes, partly due to
non-payment.
• Lack of technical staff.
• Existing waste water treatment plant is
at 98% capacity.
• Dysfunctional Enviroloo toilets in
Mohlotlo.
• Makapans Valley settlement without
toilets due to its world heritage site
status.
• Dilapidated water and sewer
infrastructure.
• Lack of bulk supply in the
municipal supply area.
• Non-electrification of
extensions.
• Maintenance and upgrading
of existing infrastructure.
• Land fill site in town is
operating at full capacity.
• Unable to cope with collection
in new extensions.
• Obsolete machinery and
equipment.
• No provision of waste services
in rural settlements.
Lephalale • The Mokolo River catchment in
which the Mokolo Dam is located
is currently in deficit with very
little potential for development of
the available resources in the
catchment area.
• Non availability of surface water
resources for rural villages of
Lephalale.
• Poor borehole yields and
unacceptable groundwater
potential and quality (class 3 or 4).
• The bulk water services in the
urban areas of Lephalale are
approaching full utilization.
• Water supply backlog; Household
with <RDP LOS: 6304 (22.5%).
• Illegal connections.
• 92% of water infrastructure in the
Municipality is over 20 years old.
• 16% of the water service system
has been identified as being poor
• There is a need to redesign the existing
sewer networks in Ellisras and
Onverwacht to reduce the number of
the current pump stations.
• The present 3.25ML/d capacity
Wastewater Treatment works has no
spare capacity. An additional capacity
of 10ML/d is required to meet current
and future demand.
• The theoretical 300kl/d volume of
sewerage discharge to the oxidation
ponds in Marapong has been exceeded.
A capacity of 4.5 ML will be required by
2026.
• The majority of the waterborne
sanitation infrastructure in the
Municipality is over 20 years old (94%).
• Approximately 15% of the sanitation
network has been identified as being in
a poor to very poor condition. These
assets will have experienced significant
deterioration and may be experiencing
• The Waterberg substation
which is responsible for the
overall supply of electricity
for the Municipality has no
spare capacity available.
• The existing Feeder lines
from Waterberg substation
to Lephalale main substation
will not be able to support
the current load of Lephalale
with a single circuit in
operation.
• The bulk supply at Lephalale
main substation will not be
adequate to handle the
current load in the event one
transformer fails.
• There is no registered solid
waste disposal site in the rural
parts of Lephalale.
• The lack of solid waste
management programme is
leading to pollution,
environmental damage and the
risk of disease.
• There is a need for a new waste
disposal site in the Municipality
as the capacity for the current
landfill site will only be
sufficient for the waste from
the south western area (wards
1to 5) until 2012 for compacted
waste.
• There are no public drop-off
facilities, garden site or
recycling drop-off sites of any
sort available to the general
public.
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to very poor condition. These
assets may be experiencing
impairment in functionality.
• Water assets with current
replacement value of R17.2
million have a remaining useful
life of less than 5 years.
• Future expansions for power
generation as well as the coal
requirement for such
development require additional
volume of water which cannot be
supplied from the resources
within the Mokolo Water
Management Area.
impairment in functionality and will
require renewal or upgrading.
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3 ROADS INFRASTRUCTURE AND TRASPORT
3.1 Roads Infrastructure
Roads in the WDM are adequately connected with National, Provincial, and District Roads. The primary route network includes the N1, N11, R518, R572, R33, R510,
R516, and the R101. However, there is no direct route connecting the Limpopo Province and the North West Province. There is concern on the rapidly degrading of
many roads due to the increasing economic activities in the District (increase in heavy vehicles with mining materials), and a lack of maintenance and rehabilitation.
In addition to the above roads, the local access roads are gravel and predominantly utilised by buses and taxis. The condition of these roads is below standard. They
require upgrading, improved storm water management, lighting, parking, and other road furniture. There are also internal village streets and these are generally in
a bad state. Once the major roads have undergone general upgrading, attention can be given to the upgrading the minor roads.
The WDM provides a budget in the IDP for roads but it is not based on a road prioritisation plan and management system.
There is no pavement management data, traffic data, etc. to prioritise the upgrading of roads. However, the Road Agency Limpopo, South African National Roads
Agency Limited, Limpopo in Motion, Limpopo 2020 Infrastructure Study, Public Transport Plan, and correspondence with the Transport Forum realised a list of
roads that should be prioritised.
3.2 Transport
Car ownership within the District area is low and commuters depend on public transportation. Further, mobility of communities is a serious concern. The table
below describes the modes of travel in the WDM. The majority of the population within Waterberg District Municipality walk, and mostly use public transport
services (bus and taxi operations). The is a total of 140 taxi routes covering the entire district, 3 formal taxi/bus ranks, and 6 informal taxi/bus ranks.
Table 8: Mode of travelling
Municipality Total number of Taxi routes
Bela –Bela 13
Lephalale 12
Modimolle 8
Mogalakwena 64
Mookgophong 2
Thabazimbi 41
Total 140
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Table 9: Service levels - Bus services
Municipality Total Number of bus
terminals
Total number of formal
terminals
Total number of informal bus
terminals
Bela- Bela 1 0 1
Lephalale 3 2 1
Modimolle 1 0 1
Mogalakwena 4 1 3
Mookgophong 0 0 0
Thabazimbi 0 0 0
Total 9 3 6
Other modes of transport found in the District are:
Rail transport – the rail service in WDM, serves only the long distance passengers, with the available infrastructure (rail stations in Pienaarsrivier, Bela – Bela,
Modimolle, Mookgophong and Mokopane) which is relatively in good conditions and currently, Mokopane and Mookgophong are the main stations serving
mainline passengers.
3.3 Corridors
In the interest of regional development, the Province has initiated the Spatial Development Initiatives to attract infrastructure and business investments in
economically potential areas. Corridors are spatial areas that offer advantages to mining, manufacturing and other businesses. The most important development
corridor is the East-West and Rustenburg SDI which are closer to Waterberg.
Within the WDM area, there are a number of corridors found in Lephalale and Mokgalakwena. There are also areas within the Municipalities where there are
business investment in the sector of platinum and coal mining. The business investments that exist within the area require investment on road infrastructure as
there will be increase on activities.
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Table 10: Corridors in WDM
Local Municipality Town Corridor Corridor Length
Kopanang R561 Setateng to Kopanang 40km
R572 Rietfontein Route to Kopanang 60km
Marapong to Kopanang 27km Lephalale
Modimolle, Mabatlane & Lephalale R33 – connects Modimolle and Lephalale with N1
Mokopane N11 Tshamahansi to Mokopane 25km
Mokopane Mahwelereng to Mokopane 14km
Mogalakwena
Mokopane R518 Mmalepeteke to Mokopane 25km
The SDI has not only the domestic spatial element but also a South African Development Community (SADC). According to LEGDP, the most attractive form of
investment in this context would be the Foreign Direct Investment (FDI). The marketing of the Province and the District may attract foreign investors to come and
build a social and economic infrastructure.
Roads Infrastructure and Transport Challenges
Poor condition of roads.
Recapitalization of unroadworthy taxis.
Accidents.
Poor storm water drainage systems
Lack of transport facilities.
Conflicts among taxi owners.
Inadequate public transport facilities such as taxi ranks in local municipalities.
Lack of shelters and ablution facilities.
Heavy vehicles damaging roads in the local municipalities.
Lack of parking areas in the municipal CBDs.
Lack of pedestrian walk-ways in CBDs.
Lack of funds for some locals to develop Road Infrastructure Strategies.
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4 HOUSING
4.1 Introduction
The right to adequate housing is enshrined in the Constitution (Act 108 of 1996) and it states that everyone has the right to have access to adequate housing and
that the state must take reasonable legislative and other measures within its available resources to achieve the progressive realization of this right. Housing is the
competency of National government. All housing challenges and programmes are governed by the Housing Act 1997 (Act No.107 of 1997). The Housing Act is the
supreme housing law in the country, repealing all other housing legislation that come before it. The National Housing Code is developed in line with the housing act.
4.2 Housing Types – Main Dwelling
Table 12: Waterberg District Municipality, Housing – Type of Main Dwelling
Municipality House or
brick
structure
on a
separate
stand or
yard
Traditional
dwelling
/hut/structure
made
of traditional
materials
Flat
in
block
of
flats
Town/
cluster/
semi-
detached
house
(simplex:
duplex:
triplex)
House/flat/
room in
back yard
Informal
dwelling
/shack
in back
yard
Informal
dwelling/shack
NOT in back yard
e.g. in an
informal/squatter
settlement
Room/flatlet
not in back
yard but on
a shared
property
Caravan
or tent
Private
ship/boat
Workers’
hostel(bed/room)
Other
Bela- Bela 7 632 41 617 691 1 007 1 775 1 417 678 0 0 408 25
Lephalale 16 466 1 072 122 66 314 798 1 685 965 0 0 2 235 21
Modimolle 8 657 395 98 140 152 675 3 518 1 883 24 0 251 34
Mogalakwena 67 460 1 932 28 566 513 2 566 1 404 405 54 0 321 64
Mookgophong 5 190 132 169 0 513 413 346 327 15 0 516 52
Thabazimbi 11 531 1 899 115 46 183 47 4 146 319 0 0 5 536 48
Source: Stats SA Community Survey 2007
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4.3 Housing Demand/Backlog
Table 12: Waterberg District Municipality Housing Backlog
Municipality Backyard
rental
Rural Gap market Social CRU Project
Linked
BNG/
IRDP
Total
Backlog
Bela- Bela 400 1100 250 2750
Lephalale 6300 3801 660 2546 7000 450 20575
Modimolle 3000 700 3700
Mogalakwena 3080 22101 60 1 200 26441
Mookgophong 500 0 1000 1500
Thabazimbi 910 5762 970 1970 4250 13862
Grand total 68 828
4.4 Informal Settlements
With established towns and townships within the municipal area, there are sprawling informal settlements that are found adjacent to the nodes, especially where
there are mining activities.
The existence of the informal settlements within the municipal area extends the service delivery backlogs in municipalities. In Thabazimbi municipality one informal
settlement, Jabulane is found on a privately owned land and is comprised of 288 households without basic services; the land is in process of being transferred to the
municipality by the owner.
Table 13: Informal settlements in Waterberg District Municipality
Municipality Number of Informal
Settlement(s)
Bela-Bela 2
Modimolle 3
Mogalakwena 4
Mookgophong 2
Lephalale 3
Thabazimbi 6
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5 ENVIRONMENTAL ANALYSIS
5.1 Climate
Set against the Waterberg Mountains, the town has an almost perfect climate, with a very high sunshine index. Temperatures range between the cooler
temperatures of the Waterberg and the hotter climate of the Springbok Flats. The climate of the Waterberg District varies. The northern and western regions of the
area experience a hot and semi-arid climate. The southern and eastern regions are more humid and slightly cooler.
5.2 Rainfall
The municipal area falls within the summer rainfall region of Limpopo, with the rainy season lasting from November to March. The average rainfall is 600-650mm
with the highest measurements occurs in January and December.
The area south-east of the Waterberg formation as well as the Waterberg formation itself receiving more rainfall than the surrounding area. Thabazimbi receives
the lowest rainfall of the recorded weather stations in the EMF area. Summer temperatures for the area are generally very warm, while winter temperatures are
mild to cool.
5.3 Topology
Large areas of the Waterberg tourist region are covered with Bushveld habitats, also known as the Savanna Biome, consisting of tall grasses and low trees, most of
them deciduous, fine-leaved and thorny. The region provides examples of the dense shrub land with large trees and shrubs that include Umbrella Thorn, Marula,
Mopane and Baobab.
5.4 Rivers & Mountains
Waterberg District derives its name from the Waterberg Mountains and was given by the indigenous people of the area because of the many water streams flowing
down the mountain slopes. The Waterberg Mountain Range forming a central mountain plateau occupies the central part of the District. It is linked to the Sebetiela
Mountains in the southeastern part of the District, which in turn is link to the Great Escarpment of the Drakensberg Mountain Range by the Strydpoort Mountains.
The Rooiberg Mountains are located in the southwestern part of the District. The rivers flowing in the District drain in a north-westerly direction to the Limpopo
River that has a direct influence on South Africa’s neighbouring countries.
The following rivers are the most prominent in the District:
• Mokolo;
• Limpopo;
• Lephalale;
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• Mogalakwena;
• Sterk;
• Olifants and
• Nyl
Rivers are, and will always be areas were people congregate and have the highest impact. These impacts take place over a considerable period of time. Rivers are
described as environmental arteries and when damaged, dramatic environmental catastrophes result, having a ripple effect on other environments. Waters from
these rivers are mainly used for irrigation and human consumption.The main catchment areas in Waterberg are Mokolo, Lephalale and Mogalakwena.
5.5 Air quality
Air quality legislation comprises primary standards which protect human health and secondary standards which protect property, vegetation, climate and aesthetic
values. The development of new industries that increase air pollution through the emission of gases in the atmosphere should be managed. The construction of the
new power station in Lephalale requires that the industries should comply with air quality standards. In Waterberg, the air quality hot spots are Lephalale,
Mogalakwena and Thabazimbi.
Table 16 Air Quality
Municipality Industrial
emission
Domestic
fuel during
Vehicle
omissions
PM10 S02 No2
Lephalale 95.9% 19.1% 24.1% 86.2% 95.4% 94.3%
Bela - Bela 0.0% 4.8% 17.0% 0.4% 0.02% 1.0%
Mookgophong 0.0% 3.5% 6.1% 0.2% 0.01% 0.3%
Thabazimbi 3.6% 10.9% 28.1% 0.8% 4.5% 1.6%
Mogalakwena 0.4% 52.0% 13.2% 11.7% 0.05% 2.2%
Modimolle 0.0% 9.6% 11.4% 0.6% 1.8% 0.6%
SOURCE: WDM Air Quality Management Plan
Within the municipal area the challenges that are found include air quality, solid and hazardous wastes, the endangerment of biological diversity and degradation of
the land caused by overgrazing and deforestation. The impact of the latter mostly affects the ozone and a consequence is global warming.
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Table 17 Environmental Challenges in WDM
Issue Detail
Sanitation • Mogalakwena ,Lephalale and Thabazimbi have inadequate sanitation systems
• Modimolle and Bela- Bela experience a lot of overflowing sewage due to aged infrastructure
Harvesting of
firewood
• Modimolle experiences high usage of firewood for cooking and heating
Water quality • Most of the rural communities rely on borehole s / bulk storage for water provision.
• Mining and industrial activities might affect the underground water quality especially in Lephalale and Mogalakwena.
• The aged /old infrastructure has a negative impact on the quality of water especially the chemical content. This usually happens in Bela-
Bela and Modimolle
Air Quality
Management
• Lephalale local municipality is the major source of industrial emissions, contributing to approximately 96% of emissions in the
District.Matimba Power station and Grootegeluk Coal Mine are the main contributing sources in this Municipality.
• Thabazimbi and Lephalale are the main contributors to vehicle emissions, contributing 28% and 24% respectively..
• Mogalakwena is the largest contributor to domestic fuel burning emissions in the District, contributing to approximately 52% of emissions.
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5.6 Waste Management
The municipality developed the Integrated Waste management Plan as required by legislation and the determined by its powers and functions. The municipality is
allocated the function of solid waste disposal sites .The function involve determination of waste disposal strategy ,regulation of waste disposal and the
establishment ,operation ,and control of waste disposal sites, bulk waste transfer facility and waste disposal facilities.
In implementing its function the municipality has a role to ensure that waste management systems are in place in all its local municipalities. General waste
collection in the District Municipality is domestic, commercial, industrial and institutional. Currently most of the waste is collected from households, followed by
commercial industries. There is no district solid waste in Waterberg. Most of the landfill sites are also unlicensed.
5.6.1 Refuse removal
Waterberg District has a challenge of providing refuse removal services to the communities. The local municipalities are experiencing challenges of offering
the service.
Table 18 Provisions of refuse removal services
Municipality RDP refuse
removal (actual
number of
households)
Refuse
removal (%)
RDP refuse removal
backlog(% within
municipality
RDP as % of district
total
RDP refuse
removal % of
province total
Thabazimbi 62818 39 60.9 100 9.9
Bela- Bela 10994 76.9 23 3.3 0.3
Modimolle 8980 56.7 43.2 6.9 0.6
Mookgophong 4542 59.1 40.8 3.1 0.3
Mogalakwena 17416 23.1 76.8 59.1 5.8
Lephalale 6325 26.6 73.3 17.7 1.7
Source: StatsSA Community Survey 2007
Only 39% of the households in the Waterberg District Municipality have access to acceptable refuse removal service levels. Bela-Bela has the highest
percentage of households with access to refuse removal services(76.9%).It is followed by Thabazimbi ,60.9%.Mogalakwena has the lowest percentage of
households with access to refuse removal services at 23.1%.The municipality also has the refuse removal backlog at 76.8%, contributing 59.1% of the
District backlog and 5.8 of the Provincial backlog. The municipality with the smallest refuse removal backlog is Bela- Bela, with refuse removal backlog of
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23% which contribute 3.3% to the District backlog and 0.3% to the Provincial backlog. The District municipality contributes 9.9% to the Provincial refuse
removal backlog.
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Waste Collection Methodology
i. Bela- Bela
Settlements that receive municipal waste collection are Bela- Bela and Pienaarsrivier. Generally the municipality provides waste management fairly
in their jurisdiction.
ii. Modimolle
The Municipality has two land fill sites in Mabatlane and Modimolle/Phagameng .The Modimolle/Phagameng landfill site has 320 000m3 and the
total general waste collected is 840 000 m3 per year. Currently there is a need to relocate the Modimolle Town Land fill site as there is a township
development process undertaken in extension 10.
The refuse dumps existing in the municipal area have reached their life span capacity. This brings a challenge as there is no land to construct a new
land fill site in the municipality.
iii. Mogalakwena
General waste collection in the municipality is found from domestic or households. Settlements that receive municipal waste collection are
Mokopane, Mahwelereng and Rebone. The municipality like all municipalities in the Waterberg District Municipality does not provide the service in
rural areas. In mining areas, the latter provide the service.
iv. Mookgophong
Settlements that receive regular waste collection services in the Mookgophong Municipality are in the urban areas of Naboomspruit,
Mookgophong, Roedtan and Thusang.Other areas in the municipal jurisdiction utilize the informal dumping sites, communal dumb, own refuse
dumb and have no refuse disposal means.
Generally there is waste collection in all municipalities as indicated in the Waste management Plan of the District municipality. There is a need of
improving the rate of collecting waste as the settlements in the municipalities are growing. It is important that the District municipality including
the local municipalities improve the waste management as collection of waste management does not only improve the environment of the
community. It also forms as a base for employment creation and revenue generation for the municipalities.
v. Thabazimbi
Settlements that receive municipal waste collection services are Thabazimbi, Regorogile, Rooiberg, Northam and Leeupoort.Other settlements in
the municipality in the remote rural areas do receive the service. In mining areas, the mines collect the waste for the settlements near their
jurisdiction.
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vi. Lephalale
Generally waste collected is domestic or household waste mostly in urban areas especially in town. Like other municipalities the provision of the
service in rural areas is limited. Communities depend on backyard dumping sites and communal sites.
Table19 Landfill sites
Municipality Number of landfill sites Permitted sites
Bela- Bela 2 2
Lephalale 3 2
Modimolle 2 2
Mogalakwena 3 1
Mookgophong 1 1
Thabazimbi 4 2
Grand total 15 11
Waste management challenges
In general, the residents, businesses and institutions are main producers of municipal solid waste. Some of the waste is hazardous and require
special handling to protect humans and the environment. These hazardous wastes include pesticides, petrochemicals, medical wastes and heavy
metals. Unfortunately most of landfills are unlicensed, and are located within the leaching distances of both human beings and plants nor are they
recycled. The municipalities are not strong in controlling both solid and hazardous wastes.
• Limited number of disposal sites to cover the all communities in municipal areas.
• The geographic area is large and it comprised of mostly rural areas, with scattered villages with low population densities and poor quality roads.
• Increased residential development in urban areas often without concurrent increase in resources.
• Illegal dumping areas both in urban and rural settlements.
• Most dumping sites have reached their capacity levels.
• Limited financial resources to establish new dumping sites.
• Refuse removal service is not up to the required standards.
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6 DISASTER MANAGEMENT AND MUNICIPAL HEALTH
6.1 Disaster Management
Disaster Management arrangements are designed to:
� Deal with all hazards. While most attention is given to the obvious emergencies such as fire and transport accidents, a wide range of hazards could be
dealt with using disaster management arrangements and resources. This might include emergencies for which there is little or no experience in the
Limpopo Province, such as earthquakes or environmental emergencies.
� Be integrated. (Involve all people and relevant agencies). The management of emergencies is a shared responsibility involving many people and
organizations in the community. It is not something done by one sector of the community to or for the rest of society, although some organizations have
specialist roles of this kind, viz;
o Private sector organizations are often involved when their services and resources are needed for prevention, response or recovery activities, or
where emergencies affect their buildings, equipment, personnel, suppliers or customers.
o Individual members of the community are also responsible for taking preventative, protective and restorative actions in their own and
community’s best interests.
o Government departments and Voluntary Organizations are also playing a major role in disaster management.
� Be comprehensive. (Cover prevention, response and recovery). Prevention response and recovery are all important aspects of disaster management,
and each should be explicitly addressed in the arrangements.
The following possible disasters were identified:
� Refugees;
� Epidemics;
� Explosions;
� Extreme weather e.g. strong winds, droughts, floods, etc;
� Hazardous material;
� Aircraft crashes;
� Fire, (veldt fire);
� Transport;
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� Power; and
� Nuclear waste.
6.2 Municipal Health
The Municipal Health Services Unit is entrusted in terms of the National Health Act, 2003 (Act No. 61 of 2003), with the following functions:
� Water quality monitoring
� Food control
� Waste management
� Health surveillance of premises
� Surveillance and prevention of communicable diseases, excluding immunization
� Vector Control
� Environmental Pollution control
� Disposal of the dead
This is one of the core functions of the Waterberg District Municipality (ADM) in terms of Section 32 of the Act.
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7 COMMUNITY FACILITIES & SOCIAL ANALYSIS
7.1 Education facilities & learner transport
Table, Number and type of schools
PRIMARY
SCHOOLS
COMBINED
SCHOOLS
SECONDARY
SCHOOLS
GRAND TOTALS
NAME OF MUNICIPALITY
Schools Learners Schools Learners Schools Learners Schools Learners
Bela-Bela 17 7691 5 338 1 181 23 8210
Lephalale 53 16,576 5 1135 1 586 59 18,279
Modimolle 20 10,397 2 41 3 1329 25 12,143
Mogalakwena 143 101,030 10 2003 15 3644 168 106,677
Mookgophong 8 3469 4 573 - - 12 4042
Thabazimbi 28 6707 5 676 3 2679 36 10,062
Critical challenges
• Demarcation of Circuits not in line with municipal boundaries.
• Infrastructure such as roads and water are a challenge in providing education to all.
• When RDP houses are constructed, consideration is not given to nearby education facilities
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Table, Learner transport
NAME OF MUNICIPALITY TOTAL LEARNERS TRANSPORTED TOTAL NUMBER OF ROUTES
Bela-Bela 241 10
Lephalale 128 26
Modimolle 896 22
Mogalakwena 1099 38
Mookgophong 174 34
Thabazimbi 1025 38
TOTALS 3563 141
Critical challenges
• Poor condition of the routes
• The use of unroadworthy vehicles by some of the service providers.
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7.2 Health & social development facilities
Table, District health facilities
SUB DISTRICT HOSPITALS CLINICS MOBILES COMMUNITY HEALTH
CENTRES
Bela-Bela 1 4 2
Lephalale 2 6 7
Modimolle 1
*1
specialized
4 4
Mogalakwena 3 28 10
Mookgophong - 3 2 1
Thabazimbi 1 9 4
Waterberg District 9 54 29 1
Table, District social facilities
FACILITIES FOR OLDER PERSONS RUN BY NGOs BUT FUNDED BY GOVERNMENT
NAME OF MUNICIPALITY FACILITY PLACE
Waterberg Rusoord
Waterberg
Lewensberg
Piet Potgieter Monument
Bela-Bela
Modimolle
Mookgopong
Mokopane
FACILITIES FOR DISABILITIES
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Waterberg Reamogetswe Day Care Centre
Zamakuhle Center For The
Disabled
Bela-Bela
Moshate
7.3 Safety & security
Table, Availability of police stations
Location Level of service
Bela-Bela Bela-Bela (Warmbath) Town – Main station
Pienaarsriver – Main station
Rus de Winter – Main station
Lephalale Lephalale
Modimolle Modimolle (Nylstroom) Town – Main station
Vaalwater – Main station
Alma – Main station
Mogalakwena Gilead – Main station
Mahwelereng – Main station
Mokopane – Main station
Tinmyne – Main station
Mookgophong Naboomspruit – Main station
Tuinplaas – Main station
Roedtan – Main station
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Thabazimbi Thabazimbi – Main station
Rooiberg – Main station
Cumberland – Main station
Hoopdal – Main station
Dwaalboom – Main station
Northam – Main station
Waterberg Total 20 Police Stations
7.4 Sports facilities
FACILITY NAME OF
MUNICIPALITY FACILITY TYPE/QUANTITY REMARKS
PLACE
Bela-Bela • Netball courts
• Volleyball courts
• Basketball courts
• Tennis courts
• SUNFA stadium
• Bela Bela High
stadium
• Moloto Str.
• The sporting amenities indicated on the
column for facilities are the only sporting
code facilities available at the municipal level
and they is a lot of pressure they encounter
due to overuse as a result the facilities are
deteriorating very quickly.
• The condition on the football grounds
(stadium) is not satisfactory. The parks do not
have the ablution facilities and lights.
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Stadium
• Rus de Winter and
Rapotokwane
sports ground
Lephalale • Soccer field • 2 x Enclosed • Shongoane and Thabo-Mbeki
Modimolle • 25 sport facilities
(30,696
households are
located within a 2
km radius)
Mogalakwena • Tennis
• Tennis
• Squash
• Jukskei
• Rugby
• Cricket
• Soccer
• Soccer
• Softball
• Netball
• Tennis
• Mokopane (van van Rensburg
hall)
• Mokopane
• Van Van Rensburg hall
• Mokopane
• Mokopane
• Mokopane
• Mahwelereng
• Mokopane
• Mahwelereng
• Mahwelereng
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• Athletics
• Cross-country
• Soccer
• Soccer
• Netball
• Tennis
• Soccer
• Tennis
• Netball
• Multi-purpose
court
• Multi-purpose
court
• Baskertball
• Soccer
• Soccer
• Netball
• Practice Soccer
• Netball
• Mahwelereng
• Mahwelereng
• Mahwelereng
• Bakenberg
• Rebone
• Rebone
• Rebone
• Bavaria
• Bavaria
• Bavaria
• Mapela
• Mapela
• Mahwelereng
• Mapela
• Mosesetjana
• Mosesetjana
• NylPark
• NylPark
• Mokopane
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• Swimming pool
• Soccer
• Fourie Str(near railway
station)
Mookgophong • Golf course
• Bowling
• Tennis courts
• Squash courts
• Gymnasium
• Yoke-pin club
• Netball court
• Local stadium
• Volley ball court
• Stadium
• 9-Hole
• 1
• 6
• 2
• 1
• 28
• 1
• 1
• 1
• 1
• Good condition
• New clubhouse
• Very active
• Very active
• Own club house
• Fanie Ferreira Sport Centre
• Mookgophong Township
• Thusang Township
Thabazimbi • Sports grounds
• 1 Kumba ground
• School Sport
Facilities
• 1 Sports ground
• 1 School Sport
Facility
• 2 Municipal grounds that include rugby,
cricket, bowls, squash, jukskei, basket ball,
tennis
• Swimming pool, gym
• Frikkie Meyer Secondary school
• Thabazimbi Primary school
• Poor condition, includes soccer, tennis, basket
ball
• THABAZIMBI
• REGOROGILE
• IPELEGENG
• BEN ALBERTS NATURE RESERVE
• NORTHAM
• SWARTKLIP
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• 1 Sports ground
• Golf Course
• 18 holes golf course
• Sport Facilities
• 1 Soccer field
• hole Golf course
• 1 Soccer field
• hole Golf Course
• 2 Sport Facilities
• 1 Sports ground
• Driving Range (golf
course)
• Mabogo - Pedi Secondary school
• Kumba Resources (ISCOR) provides soccer,
tennis, athletics facilities
• Good Condition
• 1 Comprehensive Secondary School
• I Northam Primary School
• 1 Community Sport Ground
• Good Condition
• Good Condition
• Tennis court, netball court and soccer fields
need to be upgraded.
• Good Condition
• AMANDELBULT/
• RETABILE
• DWAALBOOM
• GROENVLEI SECONDARY
SCHOOL
• LEEUPOORT
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8 KPA 2: LOCAL ECONOMIC DEVELOPMENT
8.1 Introduction
Economic growth and development is an important part of every region within South Africa. It creates employment and an improvement in living standards for the
people to ultimately become active participants in the economy. In order to foster and promote economic growth and development, municipalities develop local
economic development strategies to systematically create measures for growth.
The Waterberg District is one of the major mining regions within South Africa of which platinum, iron ore, coal and diamonds are mined. The District is also home to
a world renowned Biosphere. The Biosphere reserve is an area of 414 000 ha and includes various ingenious fauna and flora. The fertile soil has also lead to a
competitive advantage in the agricultural sector and opportunities within this sector still needs to be used to its full potential. The area has variety of natural
resources has the potential to create countless opportunities for the local population to encourage entrepreneurship and economic development.
The Limpopo Employment Growth and Development Strategy identifies the Waterberg District within the meat production, coal, energy and petrochemicals,
platinum, tourism cluster. Depicting the local economy of the municipal area based on the LED Strategy of the municipality, the Waterberg has both comparative
and competitive advantages in agriculture, mining and tourism. The tourism comparative advantage is almost evenly distributed in all the six local municipalities.
8.2 Key Economic Statistics
Poverty & inequality
Table 20, Municipal Income Categories
Municipality No
income
R1 -
R400
R401 -
R800
R801 -
R1 600
R1 601
-
R3 200
R3 201
-
R6 400
R6 401
-
R12 800
R12 801
-
R25 600
R25 601
-
R51 200
R51 201
-
R102 400
R102 401
-
R204 800
R204
801 or
more
Response
not given
Institutions
Thabazimbi 23 291 4 722 2 191 6 079 6 732 8 157 3 641 1 901 1 048 238 210 0 998 835
Lephalale 30 684 20 859 6 324 12 889 1 422 2 411 2 136 637 300 65 0 0 1 491 925
Mookgophong 6 106 1 648 1 354 3 052 1 269 994 581 357 123 124 24 4 908 276
Modimolle 16 119 9 591 5 392 8 916 2 546 2 164 1 777 645 393 253 116 0 1 695 3 003
Bela-Bela 21 508 11 400 4 111 8 675 3 747 1 582 1 736 490 58 25 74 0 1 589 847
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Mogalakwena 146 682 89 382 21 294 44 157 8 642 6 746 6 538 1 771 175 149 85 328 2 483 2 222
Graph , Municipal Schooling Level
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8.3 Mining
The mining industry in the municipal area contributes to the economic development of the District and Province. Waterberg area is the largest production area of
platinum in the Province. Mining of coal and petroleum development in Lephalale has increased demand for the commodity for electricity generation. The coal
resource in the Waterberg field is estimated at 76 billion tons, which is more than 40% of the national coal reserve. There is also mining of cement and iron in the
municipal area.
The Waterberg area host 70% platinum reserves in Limpopo Province followed by the Sekhukhune District. The platinum mining activity is found in Mokgalakwena
and Thabazimbi.
Amandabult and Union section in Thabazimbi have 130 million tons of proven ore reserves between them and the current mining rate is approximately 6 million
tons per year between them. Potgieterus Platinum has proven reserves of 280 million tons and its current extraction rate is 57 million tons per year.
The municipal area still has the potential of expanding mining activities; currently PPRust Mine is to further expand production to an additional 230,000 ounce of
platinum.
The Kumba Iron Ore in Thabazimbi is reaching its lifespan while the existence of the town is dominated by mining activities and government services. It is
anticipated that the mine will close by 2013.
The coal, energy and petrochemical cluster within which the Waterberg District municipality falls in the Limpopo Provincial Development Strategy is important for
the development of the Nation, Province and region. The development of the cluster in Lephalale is in the second phase of constructing Medupi Power Station
which is expected to deliver electricity to the country by 2013.This requires doubling of Grootegeluk (Exxaro) mine and its beneficiation plant by 2012. A
petrochemical production facility in Lephalale is under consideration to utilize the chemical grade material.
The construction of Medupi Power station, the expansion of Grootegeluk and petrochemical production facility will require expansion of accommodation both the
mix of single and family units in Lephalale and adjacent municipalities. The development has an impact also on municipal services; including infrastructure and
social services.
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Table 20 Mining Activities in WDM
PROJECT NAME PRE INVESTMENT ACTION LOCATION DESCRIPTION
PPL Mine Done Overysel 815 LR
Vaalkop 819 LR
(Mokopane)
Expansion of the existing open pit mine
Amandelbult Done Northam Expansion of existing mine
Grootgeluk Colliery Feasibility study
Ongoing
Lephalale Mining of additional reserves
Coal Liquefying Project Feasibility study Waterberg
coalfields
(Lephalale)
Establishment of a plant for the
production of carbon chemicals from
coal
Platreef Project Feasibility study Drenthe 778 LR
Awaitrivier 777
LR (Mokopane)
Re-evaluation and mining of platinum
resources (PGM)
Vanadis Project Done Molendraai
(Mapela)
Extraction of vanadium bearing
magnetite deposits
Haaspan Granite Feasibility study Haaspan
(Bakenberg)
Granite mining
Matlala Stone Crushers Done Bakenberg and
Matlala region
Production of stone aggregates from
dolerite boulders
Buffalo Fluorspar Project Done Mookgopong Mining of Flourspar mineral
Modimolle Silica Done Modimolle Mining of silica sand and establishment
of a beneficiation plant for silica
products
Rooiberg Tin Project Feasibility study Rooiberg Re-evaluation of the old Tin deposits
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8.4 Agriculture
Waterberg District contributes almost 30% of the Limpopo Province agricultural activity, agriculture contributes over 4% of the District GGP and it employs around
21% of the labour force of the District.
Although named the Waterberg the district is actually classified as a semi-arid area with poor water resources. For crop farmers there have been dramatic changes
in many commodity prices leading to changes in cropping patterns. Crops such as cotton, tobacco, maize and sorghum have been badly affected by low
international prices and over production and plantings have been reduced significantly, often with negative financial and employment implications. Alternative
crops like sunflower, wheat, soya beans, groundnuts and paprika are all internationally traded commodities and thus sensitive to the rand/dollar exchange rate.
These crops therefore are limited substitutes. Lucerne appears to have some potential, especially with the movement towards game ranching, although demand is
sensitive to seasonal conditions. Potato production also has some potential although entry is constrained by high input costs. In general there is little cropping that
takes place without some form of irrigation. With demand on water resources increasing consistently crop farmers are going to have to examine their returns on
the use of water in future.
The cattle and game industry is undergoing significant transformation. Lead by water constraints, areas previously under dry land and irrigation are being
consolidated and converted for extensive livestock production. Similarly other former cultivated land and livestock grazing is being converted to game ranching and
eco-tourism. Even within the game ranching industry owners are diversifying into lodges and eco-tourism. This general trend has been encouraged by the
establishment and development of the Waterberg Biosphere. This trend is expected to continue.
Table 21 Agricultural Activities in WDM
Municipality Crop Fruit Vegetables LIVESTOCK; POULTRY&
PIGGERY
Bela – Bela
Modimolle
Mookgophong
Cotton
Maize
Millet
Tobacco
Paprika
Sorghum
Lucerne
Cowpeas
Groundnuts
Wheat
Jug beans
Citrus
(oranges)
Peaches
Table
Grapes
Potatoes
Tomatoes
Cabbage
Carrots
Onions
Cucurbits (the
pumpkin type)
Brahman, Nguni, senglen,
Tuli, Bonsmara, Drakensberg
and Summwntaller.
Sheep: Dorper, Damara and
Van Rooyen.
Goats: Boer goats,
Poultry: New Hemisphere
white leghorns Austrolopers,
Potchefstroom Kokoes,
Black leghorns.
Piggery: Large white,
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Municipality Crop Fruit Vegetables LIVESTOCK; POULTRY&
PIGGERY
Chinabeans
Sunflower
Minnesota and Landras
Lephalale Ground nut
Cotton
Millet
Tobacco
Paprika
Sorghum
Lucerne
Cowpeas
Groundnuts
Wheat
Jug beans
Chinabeans
Sunflower
Citrus
Peaches
-Table
Grapes
Potatoes
Tomatoes
Cabbage
Carrots
Onions
Curcubits (the
pumpkin type)
Cattle: Zebu type Afrikaner,
Brahman, Nguni, Senglen,
Tuli, Bosmara and
Drakensberger.
Sheep: Dorper, Damara and
Van Rooyen.
Piggery: Large white,
Minnesota and Landras
Poultry: New Hemisphere
white leghorns Austrolopers,
Potchefstroom Kokoes,
Black leghorns.
Peanuts
Maize,
Sorghum and
Babala.
Sunflower,
Wheat,
Sorghum
Cotton.
Tobacco
Citrus
(oranges
Baltimoore:
Potatoes, Orions,
Tomatoes,
Melons,
Pumpkinbeet,
Carrots
Onions potatoes
The whole area has the
capacity for cattle and game
farming, with beef/cattle
dominance in the Mapela/
Bakenberg area and Robone/
Baltimoore having the
potential for goat farming.
The most dominant breed is the Bonsmara.
Thabazimbi Soya
Maize
Manna
Tobacco
Paprika, Cow
Peas
Sorghum
Lucerne
Groundnuts
Wheat
Potatoes
Tomatoes
Cabbage
Carrots
Onions
Curcubits and
Spinach
Citrus
Peaches
TableGrapes
Potatoes
Tomatoes
Cabbage
Carrots
Onions
Curcubits and
Spinach
Cattle: Afrikaner, Brahman,
Nguni, Simmentaller,
Senglen, Tuli, Bonsmara and,
Van Rooyen.
Goats: Boer goats. Poultry:
New Hemisphere, White
leghorns, Australops,
Potchefstroom Kokoes,
Black Leg Horns.
Piggery: Large white,
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Municipality Crop Fruit Vegetables LIVESTOCK; POULTRY&
PIGGERY
Jug beans
Sunflower
Minnesota and Landras.
Table 22 Percentage of Land Usage
LAND USE HECTORES IN TOTAL PERCENTAGE %
Commercial/ Industrial 622.51 0.01
Conservation 324468.01 6.57
Cultivated land 607946.98 12.29
Forestry 1138.49 0.02
Mining 7658.89 0.15
Residential 26615.43 0.54
Subsistence Farming 90503.98 1.83
Vacant /unspecified 3886598.09 78.58
TOTAL 4946052 100.00
WDM: Land policy & sustainable utilisation of farmland
In addressing some of the challenges identified in the Agricultural Sector Strategy 2001, recommends strategic interventions: Comprehensive Agriculture Support
Programme (CASP) aims to enhance the provision of support services to promote and facilitate agricultural development targeting the beneficiaries of the land and
agrarian reforms in Redistribution, Restitution and Food Security
The Land Redistribution for Agricultural Development (LRAD) programme in the District is being implemented successfully between the intergovernmental
relation of Waterberg District Municipality, Department of Agriculture, and Department of Land Affairs, Land Bank and other organised agricultural groups and
commercial banks.
The District`s contribution in Red Meat Cluster is massive and there is a 5- year plan in the value chain of the red meat cluster from rearing an animal to a wholesale
market. The Waterberg District abattoir is being upgraded to cater for the slaughtering of the livestock for the market.
The Land Restitution programme in the District is also successful in terms of plans envisaged by the economic cluster of Departments of Economic Development,
Environment and Tourism, Department of Agriculture, Department of Land Affairs and Regional Land Claims Commission and Waterberg District Municipality e.g.
the Moepel Farms, (13 farms) - and the District support the Community Property Associations (CPAs) in economic cluster development of eco-tourism and
agriculture.
The policy goal of the Integrated Food Security Strategy (IFSS) is to reduce the number of food-insecure households by half by 2015.
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The Food Security programme in the District is successful in farming communities’ projects of broilers chickens, vegetable production and small scale livestock. The
flagship projects in the District which are Nkidikitlana Abattoir (Mogalakwena), Lephalale Agriculture Corridor Development project and Goat Co-operatives in
Modimolle, Mogalakwena and Mookgophong.
The broad challenges of agriculture development is to involve emerging farmers in the agricultural sector and how to expand the activities as the district area is
mostly rural with agricultural potential .
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8.5 Tourism
The area of Waterberg is also blessed with rich history and cultural heritage resources that have potential for tourism. The Waterberg tourism sites include the
following:
• Waterberg Biosphere Reserve- received its international status in March 2001 and now forms part of the World Network of biosphere reserves, registered
with UNESCO. The Waterberg Biosphere Reserve is the first “ savannah” biosphere reserve registered in Southern Africa;
• The Makapan Caves (Valley) - is a site for one of the most dramatic incidents in the long and fascinating local history near Mokopane town in the
Mogalakwena Local municipality. This cooking pot reached a boiling point between the Voortrekkers and the local Ndebeles.The Voortrekkers, which by the
1850s were already well established as far as Schoemansdal near Soutpansberg, used the local area as a thoroughfare. The Makapan Valley was declared as
one of the first National Heritage Sites of the new united nation-an act supported by all local communities. In fact, current Chief Mokopane made
contributions towards the development of the site as a cultural shrine and tourism icon. The application for the World Heritage Status has been approved
by UNESCO.
• The newest addition to Waterberg’s principal attractions, a 400km Waterberg Meander. The Waterberg Meander guides visitors through the vast scenic
wilderness of the Waterberg Biosphere Reserve and surrounds. It showcases prime tourist attractions within the area and exposes a series of community
linked projects and provides a rich informative self-drive tour of historical, geological, cultural and environmental sites along the route. The project has
benefitted a number of communities owned tourism business in terms of training and infrastructure.
• Nylsvley Wetland- is a registered Ramsar site (Ramsar is the international convention for the protection of wetlands). More than 400 bird species have been
recorded on the 16 000ha wetland extending some 70 kilometers between the towns of Modimolle and Mokopane. The heart of the Nylsvley wetland is in
the Nylsvley Nature Reserve with five modern bird hides providing perfect view and photo opportunities.
• Hot Spring Water- the strong mineral springs with a flow of 220 000 litres of water per hour with a temperature of 52 degrees Celsius gave rise to the
establishment of Bela-Bela (Warmbaths). The town`s progress was to a large extent due to the hot water and their healing qualities. The water from the
springs is rich with sodium chloride, calcium carbonate and other salts are, amongst others, beneficial to persons suffering from rheumatic ailments. About
400 000 people visit the beautiful swimming baths of the springs annually, mainly during winter months when the climate is pleasant.
The current tourism sites are of significance for the development of the local economy. However there is a challenge that communities in the area do not
participate and take the tourism competitive advantage. It is therefore important that the municipality engage in partnership with private sector to ensure that the
local environment is conducive to the business environment and participation of the communities.
Black Economic Empowerment and transformation of the tourism industry is limited in the WDM. A large proportion of the tourism businesses in the region are
driven by the traditional market, although gradually there is a growing interest in the tourism industry from previously disadvantaged individuals (PDI’s).
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Despite a growing interest in the sector from PDI’s, transformation within the WDM is likely to be a challenge in moving forward. A large proportion of products in
the region are family owned and run businesses and owners are therefore unlikely to be willing to provide equity ownership to “outsiders”, whether they are BEE or
not.
8.6 SMME Development
The development of SMME’s in municipalities must be undertaken within the policy framework of BBEE, LEGDP and the National Cooperative Development
Strategy. SMME development must be focused within the competitive and comparative industries that are found in the municipal area. This is achieved by tapping
in the value chain of the industries.
The Waterberg economic status has placed it at high level of competitiveness in the Limpopo Province. While, the municipality is a region still plagued with high
levels of poverty and unemployment it has substantial opportunities for cooperative development in mining, agriculture and tourism. The development of
cooperative is implemented in the context of developing SMME and the two are over lapping. According to LIBSA there are 124 cooperatives in Waterberg. Their
activities range mainly from catering to farming. They do not take advantage of other economic sectors mainly because of funding, spirit of entrepreneurship and
lack of SMME development in the district area.
LIBSA has planned to enrol 55 SMME willing to participate in the Business Incubation programme for 2010/11. Only 44 applications have been approved. It has also
compiled 97 business profiles for SMMEs. Below is a table of the Waterberg District SMME profile:
Table 23: Percentage of Land Usage
Municipality Number of cooperatives Cooperative industry focus
Bela-Bela 2 Agriculture & manufacturing
Lephalale 49 Agriculture, catering
Mokgalakwena 41 Agriculture, trade, finance ,manufacturing
Mookgophong 5 Agriculture , catering, manufacturing
Modimolle 14 Agriculture, catering
Thabazimbi 8 Catering , manufacturing
WDM, Cooperative Strategy, 2006
Aside from great mining, agriculture and tourism opportunities, the Waterberg District must take advantage of inviting potential local businesses into producer
cooperatives as means to promote manufacturing, job creation and economic empowerment in the rural areas.
Critical challenges of developing SMME’s and Cooperatives in the municipal area are limited opening of opportunities by the existing industries to communities
owned by private people, lack of information, lack on entrepreurship skills, lack of facilities and infrastructure and ineffectiness of WEDA. Education and training
levels of SMME’s to understand and tap into the small business development within the mining, agriculture and tourism is still inadequate.
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8.7 Infrastructure investment
Economic development depends on the availability and capacity of the economic infrastructure which is found in a particular. The Spatial Development is critical in
indentifying areas which are of economic potential. According to NSDP, government should deliberately engage itself in development spending. It further says that
fixed investment should be both economic and social in order to support, sustain and stimulate sustainable economic and social development.
In 2007, Department of Local Government and Housing appointed a service provide to develop an Investment Management Framework. In the light of the LEGDP,
the Province will focus on development of specific mining related skills and beneficiation cluster. The developments in Lephalale and other municipalities should
encourage the district municipality to ensure that it takes a stake of R14 billion which will be available in the form of the Limpopo Accelerated Strategic Capital
Expenditure and Localization Initiative (LASCELLI).
Local municipalities are under a lot of pressure to provide bulk services to communities because of lack of funds. It might be necessary to involve the private sector
and still ensure that development is geared towards achieving the objectives of a developmental state.
Local Economic Development key issues and challenges
With the mining, tourism and agriculture developments within the district area there are still local economic development that still needs to be addressed
to develop the local economy. The following are the key challenges:
• Limited Community involvement
The mining processes brings development challenges especially housing development as communities have to be relocated and there is a need for
new township establishment processes that must provide integrated sustainable human settlements.
The processes of relocating communities to new areas have to be considered as there is immense outcry from the communities about the impact of
the process. It is therefore important to involve communities through the intergovernmental relation processes that also involve the private sector to
improve the process.
The there is limited community participation of communities in the value chain of the mining, agriculture and tourism. The industries and land within
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the municipality is still controlled by limited number of individuals.
• Inadequate education and training
There are established SMME’s and cooperatives within the municipal area with limited education and training in mining, agriculture and tourism.
• Inadequate Water supply to cater for communities and investment initiatives
Currently the municipalities of Lephalale and Mokgalakwena have limited water sources to cater for both communities and mining industries. The
expansion of PPRust Mine and coal, energy and petrochemical cluster in Lephalale requires development of water infrastructure to cater for the
developments.
• Roads
The conditions of roads where mining activities are taking place, especially the R33 between Lephalale and Modimolle are currently the busiest road in
the District area. It has reached a level of collapsing as there is a volume of traffic between the two towns.
• Spatial planning and land use management impediments
The mining and tourism development in the municipal area requires spatial and land use management. Municipalities within the Waterberg do not
have adequate development and town planners. There are delays to deal with development and town planning applications as municipalities are not
adequately staffed.
• Inadequate LED personnel in local municipalities
Only Mokgalakwena municipality is adequately staffed with personnel to deal with local economic development. Other local municipalities still have a
limited number of staff to deal with economic issues.
• No common understanding of LED
• Non availability of LED strategy to guide the municipality’s economic growth and development;
• Insufficient funds for the LED unit;
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• Inadequate LED staff capacity – 5 vacant posts out of 11 approved posts
9 KPA 3: FINANCIAL VIABILITY & MANAGEMENT
9.1 Introduction
Financial management and viability of a municipality is core to the development of communities in a sustainable manner by providing municipal services. Within the
Waterberg District financial management and viability of municipalities is fair with some challenges that must be addressed to accelerate service delivery.
The institutional capacity of municipalities in Budget and Treasury Offices is inadequate with Modimolle, Thabazimbi, Bela-Bela and Mookgophong mostly affected.
From 2007/2008 to date the local municipalities have experienced very high staff turnover of CFO’s and other BTO staff.
9.1.1 Revenue sources
With powers and functions allocated to local municipalities for providing basic services such as water and sanitation, electricity and refuse removal, there
are sources of revenue for local municipalities.
All municipalities are generating revenue from water, electricity and property rates. It is important to note that revenue is mostly generated from towns
and townships with limitations in the rural areas. The process is still inadequate due to ineffective billing systems and inadequate indigent registers.
The implementation of property rates is still an inadequately tapped revenue source. The implementing MPRA is coupled by the following challenges:
• Limited collection in rural areas where the custodianship of land is in the ownership of traditional leaders mainly in Mogalakwena and Lephalale
municipality.
• Limited collection in farming areas which are representative of more than 60% of the District area.
• Insufficient community participation strategies to communicate with identified stakeholders
• Inadequate financial management systems inclusive of billing systems and capacity of budget and treasury offices.
A disconcerting debtor of municipalities is other spheres of government especially the Provincial Sphere of government.
To address the challenge of generating revenue within the District, Mogalakwena has developed the revenue enhancement strategy while Mookgophong
still has a draft. Other local municipalities are still struggling with the development of the strategies; this is inclusive of the District municipality. The latter is
in the process of developing donor funding for the whole district area with limited successes. The Donor Funding Strategy has been approved by WDM
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Council and has been rolled out to Local Municipalities for approval and implementation. Training on the Strategy was given to Local Municipalities at the
District CFO Forum in October 2010. Specifications for a district wide Financial Strategy is currently being developed by WDM.
Currently the District municipality relies on the following grants – Equitable Share, Finance Management Grant, Municipal Systems Improvement Grant and
Health Grant - to execute its powers and functions. Smaller once off grants were also received in the previous financial year for the implementation of IDP
projects from LG SETA, DBSA and LIBSA. The municipality also has a very small portion of revenue being generated by the abattoir, but this is not sufficient
to fund the expenditure of the abattoir which is thus currently operating at a loss.
9.1.2 Audited reports
The performance of municipalities is measured in financial and non-financial terms. The performance of municipalities to achieve good audit reports is
dependent on number of factors that include internal control systems namely; Budget, IDP, SDBIP, PMS and compliance to GRAP Standards.
For the past years the Auditor General’s audit function was mostly focused on financial information with limited focus on non-financial information that
also determines the extent that municipalities are delivering services in an efficient, effective and economic manner. Past outcomes on the audit reports
was thus based on the fair presentation information disclosed in the municipality’s financial statements and not on the performance of the municipality. For
the past three years performance information has been audited, but this did not affect the outcome of the audit report up until 2009/2010.
The current status quo of audit reports in the district has been shadowed by disclaimer and adverse audit reports. Factors that have led to negative audit
outcomes relate to capacity of Budget and Treasury Offices’ ability to achieve the Minimum Competence Requirements and National Treasury standards,
poor record management and lack of a proper audit trail, vacant CFO posts, irregular reconciliations, inadequate financial management systems and failure
ensuring asset registers are GRAP compliant. There has though been a significant improvement in the 2009/2010 financial year.
Although the district municipality has been receiving unqualified audit reports, the challenge is at the local municipality level & how as the district can assist
in rectifying the matter. The following is the depiction of the Auditor General reports for the past two financial years:
Table 23 Auditor General’s Reports per Municipality
Municipality 2006/2007 2007/2008 2008/2009 2009/2010
Bela-Bela Disclaimer Qualified Qualified Qualified
Modimolle Disclaimer Disclaimer Qualified Qualified
Lephalale Adverse Disclaimer Disclaimer Qualified
Mokgalakwena Adverse Unqualified Qualified Qualified
Mookgophong Disclaimer Disclaimer Disclaimer Disclaimer
Thabazimbi Disclaimer Disclaimer Disclaimer Unqualified
Waterberg Unqualified Unqualified Unqualified Unqualified
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Proper financial systems, procedures and policies have enabled the district to sustain the unqualified reports it has garnered over the last four years. There
is, however, a need to develop a revenue generation strategy and to focus even more on the viability part of this KPA as engendered in the National Key
Performance Indicators. As mentioned before, specifications for a district wide Financial Strategy is currently being developed by WDM.
The capital expenditure at the end of 08/09 was at 48, 96% which means that less than half of the IDP capital projects were implemented. The percentage
of roll over project is 66, 63%. The capital expenditure at the end of 2009/2010 was at 66%. The percentage of roll over project at the end of 2009/2010 was
89%. There was thus a significant improvement in the 2009/2010 financial year, due to, amongst other, improved contract management and performance
management. In the new financial year, the strategies in Supply Chain Management and Project Management skills should still be improved to ensure that
the capital projects are implemented effectively.
According to King III Report the municipalities and other organizations will have to follow the “apply or explain” approach in which case the municipalities
should inform its stakeholders that it has complied with the King III report and where it did not comply, it must fully explain to the stakeholders. The
capacity of the internal and audit committees will be challenged to manage the combined assurance model of risk management, information technology,
governance and internal financial controls. The same should also be extended to performance management.
9.1.3 Financial policies, strategies & systems
SYSTEM/POLICY/STRATEGY AVAILABILITY
(YES/NO)
COMMENTS
Asset management policy YES Reviewed in 2010.
Fully GRAP compliant
Credit control & debt collection policy YES Only in relation to abattoir & other small debtors, no services for the district
Supply chain management policy YES Reviewed in 2010.
Fully SCM compliant
Investment policy YES Compliant with Investment Regulations
Petty cash policy YES Reviewed in 2010.
Fully SCM compliant
Virement policy YES Developed & approved in 2010 in line with MBRR requirements
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Financial viability &management challenges
Ageing infrastructure in towns
The District Municipality is 100% dependent on Government grants
Insufficient financial resources to provide water, electricity, sanitation, solid waste, sports & community facilities
Inadequate billing systems
Inadequate indigent registers
Limited capacity to repay loans at normal interests rates by some municipalities
Inadequate staffing of budget and treasury offices and high turnover of CFO’s
Inadequate project management and supply chain management systems
Financial management: most municipalities under financial distress
Challenges with knowledge and information management (no IT and finance backup systems).
Problems with financial systems especially billing, lack of full integration & GRAP 17 compliance
Non-implementation of revenue enhancement strategies
Lack of GRAP compliant asset management plans
Lack of funds for capital expenditure to support the economic growth of the area
Large indigents base
Municipalities have high levels of debt: Non-payment of services by government, private business and the community
Debt collection in previously black townships is a challenge
Inadequate skills base in the budget and treasury unit.
Ineffective Internal Audit unit and audit committee
Non implementation of risk and anti-corruption strategies
Negative audit opinions: 08/09 FY - 1 UQ, 3 Q and 3 D ; 09/10 - 1 UQ, 5 Q and 1 D
Increase in debt
Lack of or ineffective Risk Committees
Asset Registers are not fully GRAP compliant and challenges in implementing the exemptions granted in Directive 4.
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10 KPA 4: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT
10.1 Introduction
The delivery of services to the communities relies highly on the institutional and organisational development level of the municipality. As a Category C municipality,
the Waterberg District municipality plays a coordination role of provision of services, integrated Development Planning, provision of bulk infrastructure as
stipulated in the Municipal Structure Act of 1998.
The implementation of the development mandate is compromised mainly by limited financial and human resources capacity, unavailability of institutional plan,
limited options to retain skilled and technical staff members and limited implementation of section 78 processes to transfer powers and functions.
To implement the powers and functions of the municipality, there are oversight committees established to ensure accountability and transparency of municipal
processes. The political oversight role of council is performed by Council functionaries that are established in terms of the Municipal Structure Act. Existing portfolio
committees are outlined as:
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10.2 Institutional capacity to implement the IDP
The municipality is undertaking processes of developing an institutional study. The process of developing an institutional plan will address how best the municipality
must execute is powers and functions aligned to the IDP with the resources that are at the disposal of the municipality.
The organisational structure of the Waterberg District Municipality was adopted in 2007. It the organizational structure is comprised of six departments. In the
six departments that exist there are 05 section 57 managers with one post still vacant. To date the municipality has filled other positions with the exception of
23 posts that are still vacant.
DEPICTION OF THE ORGANISATIONAL STRUCTURE
Waterberg District Council
Executive Mayor
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Level of employment Number of employees %
Senior Managers including Municipal Manager 05 5
Middle Managers 28 22
Technical /Professional Staff 32 25
Other staff (clerical, labourers,etc) 60 48
Due to the challenge of none alignment of the organizational structure and the powers and functions of the municipality it is important that the municipality
address the issue and also take into account the financial constraints experienced. The redesign of the organization structure will also take into account the
transferred staff from the department of Health for municipal health services and fire fighting services.
10.3 Employment equity
The employment equity plan intends to achieve equity in the workplace, in order to make the municipal workforce more representative and ensuring fair and
equitable employment practices for employees. Furthermore, it intends to create an organisational culture that is no- discriminatory, values diversity and
legitimizes the input of employees. During the 2009/2010 financial year two positions were filled with female candidates, one at managerial level.
Male Female DISABLED
Occupational Levels
A C I W A C I W Male Female
Total
Top management 1 1
Municipal Manager
Social
Development
&Community
Services
Budget and
treasury
Corporative
Services
Planning and
Economic
Development
Infrastructure
Development
Services
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Senior management 2 1 1 1 5
Professionally qualified and experienced specialists and mid-management 14 3 9 2 28
Skilled technical and academically qualified workers, junior management, supervisors,
foremen, and superintendents
13 2 17 32
Semi-skilled and discretionary decision making 9 13 3 1 26
Unskilled and defined decision making 15 18 33
TOTAL PERMANENT 54 1 5 59 6 125
Temporary employees 1 1
GRAND TOTAL 54 1 5 59 6 1 126
Source: WDM, 2009 (arranged per Occupational Categories) *Note: A=Africans, C=Coloureds, I=Indians and W=Whites
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Status Quo at Managerial Level
GENDER HEAD COUNT %
MALE 14 70
FEMALE 06 30
Organizational Level
GENDER HEAD COUNT %
MALE 56 50.91
FEMALE 54 49.09
10.4 Skills development
The WDM develops the Workplace Skills Plan a WSP on annual basis under the leadership of the Corporate Service Manager. Accordingly a training needs analysis is
done in April and certain training requirements are prioritized in the form of WSP. On a quarterly basis, a training report is submitted to LGSETA which is used to
trace the implementation of the WSP. The training includes the development of not only lower placed employees but also senior managers, Councillors and
Traditional Leaders. In particular Councillor Training needs relate to interpretation of statutes, financial statements, communication skills, Legislation and project
management.
The current skills audit process will have to consider new issues of green economy, critical skills inter alia, contract management, risk management, auditing,
Information and mining related skill which are fundamental in implementing the IDP. The processes of developing skill in the municipality are aligned to the IDP
priorities and objectives to enhance the performance of the IDP. The forms of training that is offered in the organization include training and workshops with
accredited services providers and bursaries are offered.
Implementation of the skills development plan is compromised by the limited resources to achieve the objectives of the plan.
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Institutional and Organizational Development Challenges
Appointment of people with disabilities in general, although one has been appointed.
Appointment of women in middle management
Accessibility of buildings to people with disabilities
Meeting Employment Equity Targets.
Convening Employment Equity Forum Meetings.
Non alignment of organizational structures to the municipal powers and functions/bloated organizational structure.
Unfunded critical vacancies.
Inadequate institutional capacity due to lack of resources to fund the organisational structure
Lack of service delivery by – laws and implementation
Public participation and imbizo’s not done
Ineffective IGR and intra –municipal relations to respond to good governance and organizational transformation.
Inadequate oversight by Council on the administration
Non functionality of portfolio committees in other municipalities
Lack of capacity of staff
High staff turnover
Poor record keeping of documents
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10.5 S.W.O.T Analysis
SWOT analysis is a strategic planning tool used to discuss and evaluate the Strengths, Weaknesses, Opportunities and Threats in the municipality. It identifies the
internal and external factors that influence the strategic intent which assist the municipality to better align itself with existing conditions so as to maximise its ability
to function optimally.
The SWOT Analysis provides a better understanding of internal and external environmental influences on the municipality, enabling it to effectively plan for the
future and make strategic decisions based on this analysis. The information which is developed through the analysis will help to bring opportunities to the fore.
Resources can be more effectively allocated when a thorough understanding of the factors affecting the municipality are taken into account as well as factors that
are hindering the municipality are discovered and addressed.
The Waterberg District Municipality’s institutional SWOT analysis that was determined follows:
Strengths Weaknesses
• IGR/Technical structures functioning
• Support to locals - IDP, Disaster Management, Internal Audit, PMS for 4 local municipalities
• Positive work ethic
• Compliance with minimum competency requirements
• Effective internal controls & policies
• Complete & accurate financial recordkeeping
• Compliance to legislation e.g. Abattoir hygiene rating
• Customer satisfaction (clients retained and new clients)
• Job creation & sustainability
• Successful marketing of the district (Signage, Indaba get away show)
• Optimisation of gains through minimal resource
• Communication Strategy developed and implemented
• Insufficient support and coordination amongst internal line departments
• Staffing in internal audit insufficient
• Level of understanding of IDP by some officials
• Current financial system not fully compliant & integrated - critical areas being GRAP & SCM
• Poor contract management
• Poor submission of business plans for funding
• Ineffective implementation of plans to empower people with disabilities
• Security (electronic security - Abattoir)
• Inability to tap into tourism levy
• Abattoir is running at a loss
• Annual declaration of interest by councillors
• Communication unit not established
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• Successful coordination of events and activities
• Learning and sharing programmes
• Project management skills
• Ability to work as a team
• Suitable staff component and adequately qualified personnel
• Fulfilling coordination role
• Compliance with national programmes (EPWP)
• Adequately qualified personnel
• Municipal Health Services is one of the sustainable services in the district
• HR Policies reviewed annually
• No outsourcing disciplinary hearings and ability to conduct own disciplinary hearings
• Good EAP in place
• Established District forums
• Compliance to National targets on Employment Equity
• Effective communication strategy in place
• Other stakeholders regard WDM as an important partner in service delivery
• Insufficient budget allocation to mobilise the community participation
• Ineffective implementation of signed agreements
• Limited internal funding
• Turnaround time on delivering projects
• Lack of co-ordinated programmes for equitable distribution of economic benefits deriving out of mining
• Lack of co-ordination of different forums mainly Agriculture and Tourism
• Transport policy hampers service delivery
• Inadequate office space and equipment
• Poor attendance of cluster meetings
• Retention of staff with scarce skills
• Organisational structure not talking to the IDP
• Late delivery of council agendas
• Sustainable Municipal Health Services
Opportunities Threats
• Increased revenue base through appointed donor funder
• Malaria free area
• Operationalisation of WEDA
• Leverage on Agriculture and Tourism as continuous economic opportunities
• Staff turnover
• Shortage of skilled labour
• Retention of staff with critical skills
• Implementation of GRAP 17 identification of residuals, review of lifespan & impairment testing at
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• Destination of choice in terms of tourism (Adventure and tourism)
• Partnerships with sector role players
• Collaboration with the stakeholders during major events / disasters
each year end
• Co-ordination of budget control and expenditure management throughout other departments
• Review of powers & functions of DM's
• Condition of access roads - complaints by business people
• Water shortages in district
• Loss of potential sponsors because of non functionality of WEDA
• Insufficient directional signage
• Insufficient external funding
• Sector departments implement projects without WDM involvement
• Limited powers to provide service to communities
• Inherited projects from other departments
• Roads classification
• Termination of Government grant / subsidy (3yr) for EHP
• Cross cutting services (similar services rendered by provincial departments)
• Personification of EHP by criminals
• Business community perceive municipal health services as a local municipality service and hamper
the services of EHP's
• Inadequate external understanding of functions of MHS
• Quality assurance on training provided
• Crime (on municipal assets)
• Co-operation by some local municipalities
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• Inconsistent attendance of IGR structures meetings by sector departments and local municipalities
• Poor participation and interest in tourism and agricultural issues by stakeholders i.e. Local
municipalities
It was also indicated that the following matters should be attended to in order to create opportunities in the future:
• Capacity building towards IDP
• Developing accredited training academy for fire fighting services e.g. Youth development, income generation and continuous training development
• Building strong relations with locals and sector departments
• Establishment of shared service IFMS for entire district
• Maximisation of income of abattoir (buying cattle, refrigerated delivery truck to small butcheries)
• Speed up service delivery
• Involvement of stakeholders
• Benchmarking
• Capacity building to locals
• Centralised PMU for District and locals
• Improve communication and coordination with the stakeholders
At the conclusion of the WDM institutional strategic planning session, the following key institutional focuses or quick wins to be attended to institutionally during
2011-2012 were identified:
• Change Management Interventions
• Restructuring WDM Organisational Structure
• Employee Performance Management roll-out to all employees or at least cascading performance agreements to divisional managers
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11 KPA 5: GOOD GOVERNANCE & PUBLIC PARTICIPATION
11.1 Introduction
Developmental local government requires municipalities to promote community participation and good governance. Building blocks of good governance are
participation, accountability, predictability and transparency.
In promoting a culture of good governance in providing services municipalities are required to establish functionaries and mechanisms that promote community
participation and good governance.
11.1.1 Community participation
11.1.1.1 Ward committees
The Municipal Structure Act requires municipalities to establish ward committees as agents of communities. The purpose of establishing ward
communities is to bridge the gap between communities and municipalities. Within the Waterberg District municipality all local municipalities have
established ward committees. However there are challenges of the functionality of the structures. All municipalities utilize deferring mechanism to
monitor the functionality of the ward committees. There are 74 ward committees in the District area.
Municipality Number of Wards Number of Ward Committees Functionality
Bela-Bela 08 80 Members Functional
Modimolle 08 80 Members Functional
Lephalale 12 120 Members Functional
Mokgalakwena 32 320 Members Functional
Mookgophong 04 40 Members Functional
Thabazimbi 10 100 Members Induction process
11.1.1.2 Community development workers(CDWs)
To improve community participation and intergovernmental relation to provide services to the communities, 68 CDW’s are deployed in the District
area. The role of traditional leadership in a rural area like Waterberg cannot be taken for granted. They take part in development of the IDP. They
can promote indigenous knowledge that can assist municipalities to sustainable and disaster management and perform customary law roles that
are consistent with the Constitution.
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11.1.1.3 Traditional leaders
There are 12 traditional authorities in the District Municipality. Recognition and involvement of the traditional leaders in matters of local
government yield cooperative governance between the three recognized institutions. Traditional authorities both in Mokgalakwena, Lephalale and
Bela-Bela municipalities play a role in development of communities. The role of the authorities’ in development is mostly profound in mobilizing
communities and allocation of land for residents and development. However there are challenges as consultative and involvement processes of
allocating land in accordance to the LUMS have not yet yielded planned settlements with basic infrastructure in the rural areas.
11.1.1.4 Special groups
Participation of women, children, youth and people affected by HIV/AIDS is still limited to the establishment of forums dealing with the group
specific issues. Accommodation of the designated groups in basic service delivery and infrastructure provision, local economic development and
municipal financial viability is not explored to empower the groups.
11.1.1.5 Other participation systems/methods
Other strategies to ensure community participation in the process of development can be found in all municipalities. These include community
participation during the IDP compilation process, conducting imbizo’s for community inputs. The processes are limited to community consultation
and involvement during the IDP process, development of bylaws and project implementation. The development of municipal newsletters to form
part of community participation is still limited.
In the 2008/2009 financial year out of the seven municipalities including the District only Mokgalakwena is on quarterly basis producing
newsletters. The involvement and empowerment of communities in monitoring and evaluating development are not yet discovered and instilled in
all municipalities.
The involvement and empowerment of communities in areas where there are mining activities poses challenges especially with community
relocation processes. Mogalakwena Municipality currently faced with a challenge of relocation processes in Mohlotlo, Ga-Pila and Tshamahansi.
There are dispute lodged by the communities about the relocation processes that are undertaken by mining companies while the municipality has a
limited role to play in the processes. The relocation processes of communities have an impact on the relationship between the communities, mining
company and the municipality.
The development of King 111 in September 2009 will also influence corporate governance of municipalities. The internal audits and audit
commitments should accommodate some of the changes which the new report proposed.
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11.1.1.6 Inter-governmental relations (IGR)
Local government does not have the powers and functions over a range of services that communities expect. These sit with the other spheres of
government .While planning for such services should be integrated into the IDP, The process is highly dependent on the cooperation, commitment
and involvement of provinces and national government in municipal processes.
District Municipalities are the core of promoting intergovernmental relations for better provision of service delivery. The establishment of municipal
IGR forums within the district has positive yields but still with some challenges to accelerate service delivery.
Community Participation Challenges
Limited participation of other spheres of government in municipal planning processes
Inadequate linkage of different priorities of other spheres of government by municipalities and vice versa
Inadequate participation of District municipality in sector department strategic planning session to influence priorities to address service delivery challenges
No memorandum of understanding signed between local municipalities and Department of Local government and Housing
Limited resources provided to CDW’s to execute functions
Differing stipends offered by all local municipality
Level of training of ward committees on their roles and functions
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11.1.2 Good governance
11.1.2.1 Performance management system (PMS)
The measurement of the outcome of integrated development planning at local government can be realized when municipalities establishes
performance management systems that are integrated and seamless to the IDP.
Performance management system is developed for the purpose improving the public service (i.e. through increased economy, efficiency and
effectiveness in service delivery) and to reinforce accountability, so that organisations are clearly held to account for the resource they use, and the
outcomes achieved. At local government the system is consists of developing the IDP aligned to the budget, development of SDBIP, reporting,
assessment, performance auditing, appraisal and community participation in monitoring performance.
There are consecutive steps taken by municipalities to develop performance management system. The development of the system is still at an
infancy level as municipalities are still struggling to develop a system that entrench good governance to improve service delivery. The performance
assessment is still conducted at top management level with the limitation of cascading the system to all individual employees.
Municipality SDBIP
(2009/2010)
2008/2009
performance
reviews
done
Section 72 Mid-
year budget and
performance
report tabled to
Council
(2008/2009)
Appraisals
(2008/2009)
EXCO quarterly
performance
review held with
section 57
managers
(2008/2009)
Waterberg Yes Yes No No
Bela-Bela Yes Yes No ,only midyear
budget
Yes
Modimolle Yes No Yes No
Lephalale Yes Yes Yes No
Mokgalakwena Yes No No No
Mookgophong Yes Yes Yes Yes
Thabazimbi Yes Yes Yes
No performance
reward paid for
2008/2009
Yes
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11.1.2.2 Internal audit
It is a requirement by the Municipal Finance Management Act of 2003 that municipalities establish internal audit units and audit and performance
Audit committees. Both the Audit and Performance Audit Committee are established in terms of the MFMA and Performance Regulation of 2001. In
the main the members are 3 external people and senior management. The external members provide independent specialist advice on financial
performance, efficiency, effectiveness and compliance with legislation, and performance management.
All local municipalities including the District have Audit Committees which consist of at least three persons with appropriate experience of whom
the majority are not in the employ of the municipality and meet at least four times a year as is required by section 166(4). There are all necessary
approved internal audit and audit committee charter in place. Risk assessments are being conducted every year with the assistance of Department
of Local Government and Housing. Some municipalities have no mechanism in place to respond or deal with issues raised by the Auditor General in
the audit report as required by section 166(2)(c).All municipalities during the past financial year did not include the Audit Committee Report in the
Annual Reports.
11.1.2.3 Anti-fraud and corruption
Policy implementation is challenged by fraud and corruption brought by both internal and external clients of municipal institutions. To address the
challenges of fraud and corruption in municipalities, it is a requirement that municipalities develop the anti-fraud and corruption strategies and risk
management strategies.
Within the District only Mogalakwena only municipality has an anti-fraud hotline while the District is in the process of developing a district wide
anti-fraud and corruption hotline.
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Good Governance Challenges
Inadequate baseline information to monitor progress for implementation of IDP
Limited involvement of communities to monitor the performance of municipalities.
Performance management is not cascaded to all municipal employees. It is limited to top management.
Inadequate capacity of municipalities to deal with internal audit issues
Lack of internal and external assessments to assess internal audit activities
Inadequate synergy between Council and both the Audit and Performance Audit Committee
Limited achievement on compliance with key issues of legislation, the MFMA, MSA and other regulations and policies
Limited link between the municipality’s performance and performance of employees
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12 KPA 6: SPATIAL RATIONALE
12.1 Introduction
It is required of a municipality to have full understanding of its space economy in order to develop to its full potential. It is generally agreed that development issues
have spatial dimensions. In other words development does not take place in vacuum, it happens within a particular space. Waterberg District Municipality has
reviewed its Spatial Development Framework (SDF) in 2008/2009. In reviewing its SDF due diligence was given to the SDF of the Province. The SDF assists
Municipalities in guiding infrastructure investment and shows where the services may be provided according to the potential of the area. The SDF can be used to
create socially, economically viable and sustainable human settlements.
12.1.1 Settlement Patterns
The total area of the Waterberg District Municipality is approximately 4,951,882 ha. The municipal area consists mainly of commercial farms, game
farming, rural settlements and small towns. Approximately 0, 43% of the total area is used for settlement purposes (i.e. towns and villages) of which 69% of
all the settlements (i.e. towns and villages) in the Waterberg District Municipality area are located within Mogalakwena Local Municipality. The largest
settlement consists of 5 000 people whilst the smallest has less than 1000 people. The low population densities have serious implications to improve the
levels of service provision to the communities as cost associated with respect to the provision of service infrastructure is very high.
The spatial patterns differ from municipality to municipality whereby the urban areas (Mokopane, Mookgophong, Modimolle, Lephalale, Thabazimbi and
Bela - Bela) dominate the district urban settlement pattern. Apart from these dominant urban centres, the district is characterized by a number of smaller
towns that function as sub-regional service centres.
The Spatial Development Framework of the Limpopo Province classifies the towns and villages in First, Second and Third Order Settlements to
accommodate development and investment. It identifies Lephalale, Thabazimbi and Mokgalakwena as Provincial Growth Points.
The District Spatial Development Framework divides the settlements into the following 1st order (one nodal point), 2nd order (5 nodal points) and 3rd
order (4 nodal points).
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Table 14: Waterberg District Municipality Growth Points
Nodes Settlement Growth and development prospects
1st order
node
Mokopane/
Mahwelereng
• Largest regional service centre in the Waterberg District area.
• Strength lying in the secondary and tertiary sectors.
• Good mining prospects in future that will strengthen diversity and ability
to develop role of key service centre.
2nd order
nodes
Bela –Bela
Modimolle
Mookgophong
Thabazimbi
Lephalale
• Bela- Bela is strongest agricultural area in the Waterberg and shows a
comparative advantage as strong services sector both in the national and
provincial economies. It is also a large scale tourism activities and the hub
of tourism outside the proclaimed nature reserves and the Waterberg
Biosphere.
• Modimolle is the focus of strong agriculture activities and has a clear
services centre role in the Waterberg. It has the potential of to develop
more as a tourism support centre and a gateway to the heart of
Waterberg Biosphere.
• Mookgophong is primarily a service centre supporting strong agricultural
hinterland and existing mining activities in close proximity to the town.
• Thabazimbi is dominated by a single sector; mining.
• Lephalale has the prospects of a growing mining and electricity sector in
the immediate vicinity of the town
3rd
order
nodes
Northam
Vaalwater
Bakenberg, Rebone
and
Beauty/GaSeleka
• Northam is sustained around the local mining activities in the area. The
future role of the node will increase in importance as mining activities
shifts from iron ore to platinum
• Vaalwater was initially developed as service centre for local farms. It is in
the beneficial position to develop as hub of the Waterberg Biosphere
• Bakenberg, Rebone and Beauty/GaSeleka are very low municipal service
points. The emphasis should be on creating opportunities for establishing
regional community services.
The development of the space economy of the municipal area according to the nodes can be delayed since not all municipalities have adopted the Spatial
Development Framework. To date, four municipalities namely: Bela-Bela, Mogalakwena, Lephalale and Thabazimbi have adopted SDF’s, Mookgophong is
awaiting adoption by council and Modimolle is in the process of developing the plan.
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12.1.2 Land Use Management
Waterberg District Municipality covers an area of 4,951,882 hectares. The land is characterized by five forms of settlements. The settlements found are
town, townships, villages, informal settlements and farms. There are 168 villages in Mogalakwena and 38 in Lephalale municipalities which make the district
to be predominantly rural.
The land use patterns resemble a natural zonation with the mining sector/industry mainly concentrated on the periphery of the district whilst tourism and
game farming activities take place at the central area. Commercial activities occur mainly within the transition areas and adjacent areas of the biosphere
reserve.
The land is mainly used for conservation, crop farming, game farming, mining and small portion is used for settlement. The municipalities are still relying on
town planning and township ordinance 15 of 1986 and old town planning schemes because the Land Use Management Bill is still to be enacted. Rural areas
in municipalities that have traditional authorities in their jurisdiction have to involve the traditional authorities in the process as some of the land is in their
trust. It is therefore very critical that relations are forged by the municipalities and traditional authorities.
The promulgation of the Land Use Management Schemes is not complete. Bela- Bela Municipality has promulgated its scheme whilst Thabazimbi,
Lephalale, and Mogalakwena have started the promulgation phase. Mookgophong and Modimolle are in the process of developing the land use
management schemes.
12.1.3 Land Reform and Land Tenure
Land is not equally distributed in Waterberg. Land reform issues within Waterberg District Municipal area are complex. There are challenges with regard to
land access, land tenure, land restitution [Land claims] and land administration. Numerous land claims have been lodged with the Land Restitution
Commission in the past.
There are land claim backlogs in all municipalities. Approximately 252,342 hectares representing 40.80% of the total local municipal area of Mogalakwena is
subjected to land claim. It is followed by Lephalale with 179,163 hectares representing approximately 9.14% of the municipal area, which is subject to land
claim. The number of land claims in the other 4 municipalities is substantially less, with Mookgophong 40,243 hectares representing 9.42% of the total
municipal area.
From a spatial point of view land ownership does not necessarily determine the preferred use of land. The exception are, as is the case with tribal land ,
where uses are restructured through restricted ownership practices, and where land restitution leads to commercially productive land becoming
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unproductive. The land restitution process can restrict investment and economic activity over the short and medium term but should not have an impact on
the long term use of land.
Table 15: Outstanding land claims
Local municipality No. of properties Rural Urban Status of Claim
8 Gazetted Mogalakwena 275 R(275)
267 Research
30 Research Thabazimbi 31 R(31)
1 Gazetted
97 Research Lephalale 102 R(100) U (2)
5 Gazetted
49 Research Modimolle 54 R(52) U (2)
3 Gazetted
52 Research Mookgophong 55 R (55)
3 Gazetted
Source: Outstanding land claims in Waterberg District Municipality: Land Affairs
The redistribution of land is an ongoing process which is determined by the supply and demand of land. The management of the process and the capacity
building of the beneficiaries to utilize the land are critical to uplift both the social and economic being of the claimants of the land.
The key challenge for the district in the land reform process is to deal effectively with the injustices of land dispossession, equitable distribution of
ownership, reduction of poverty and economic growth, tenure security as well as a system of land management which will support sustainable land use
patterns.
To deal with sustainably of agricultural land, the Waterberg District municipality has developed the agricultural land use policy to promote sustainable
agricultural land use. In recent times the District has experienced an upsurge in terms of applications, illegal subdivisions and enquiries for conversion and
change of farm land use from traditional agricultural uses to non-traditional farm uses such as game farming, golf courses, holiday accommodation, etc. The
agricultural land is subdivided into unproductive or uneconomic land portions without proper assessment of the cost and benefits affecting the district’s
productive land for agricultural development and impacting negatively on the social, aesthetic and environmental quality of the local area
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Major land use map
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Spatial rationale issues and challenges
Delayed restitution of land.
Inadequate land for development.
Poor planning in rural areas due to poor implementation of land use management scheme.
Illegal subdivision of agricultural land.
Inadequate strategies for biosphere management.
Poor community participation on land use planning.
Inadequate staff compliment to deal with spatial and land use management.
Dismantling of racial settlement in municipalities.
Delays in transfer of land
Shortage of planning skills
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13 DISTRICT PRIORITIES
Priority
NO
Bela-Bela Lephalale Modimolle Mogalakwena Mookgo-
phong
Thabazimbi Waterberg
1 Roads and
Stormwater
Water and
Sanitation
Electricity
Water & sanitation Water and
Sanitation
Water and
Sanitation
Municipal
Health
2 Electricity Housing Crime
Prevention,
Security &
Safety
Roads & stormwater Roads and
Storm
water
Land and
Housing
Disaster
Management
3 Water, Saination
& Refuse
Removal
Roads and
Storm Water
Land and
Cemeteries
Local economic development &
unemployment
Electricity Electricity Fire Fighting
4 Land, Housing
and
Infrastructure
Electricity Roads & Storm
Water
Institutional arrangements Land ,
Housing
and
Cemetery
Local
Economic
Developmen
t
Local Economic
Development
5 Local Economic
Development
Local Economic
Development
LED &
Unemploymen
t
Electricity Unemploy
ment &
Economic
Developme
nt
Transport,
Roads and
Storm water
Roads & Storm
water
6 Good
Governance
Land
Development
Water &
Sanitation
Solid waste & environmental
management
Clean
Audit
Institutional
Developmen
t and
Financial
Viability
Municipal
Support
7 Sports, Arts,
Culture,
Education and Housing Land & cemeteries Good
governance
WasteMana
gement,
Municipal
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Recreational
Facilities and
Cemeteries
Training and public
accountabil
ity
Health and
Environment
abattoir
8 Safety and
Security
Environmental
Waste
Management
Health &
Welfare
Housing Institutiona
l
Developme
nt
Community
Participation
and
Communicat
ion
Community
participation
9 Health
(prevention of of
HIV/ AIDS and
Other Life –
Threatening
Diseases) and
Social
Development
Health and
Social
Development
Community
Facilities
Crime prevention, safety &
security
Solid
Waste
Disaster
Managemen
t
Land
10 Education Sport Arts and
Culture
Communicatio
ns
Education Health and
Welfare
Social
Developmen
t
Transport
11 Municipal
Financial Viability
Safety and
Security
Transport &
Traffic Control
Health & social development Safety and
Security
Safety and
Security
Safety and
Security
12 Municipal
Transformation
and Institutional
Development
Public
Transport
Finance
Services
(Indigents,
New
Connections &
Billing System)
Community facilities Education Sport, Art &
Culture
Water and
sanitation
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13
Institutional
Arrangements
Sports, arts & culture Sanitation
14
Education
Communication Sports, Arts and
culture
15
Sports Arts &
Culture
Solid Waste &
Environmental
Management
Transport
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STRATEGIES PHASE
SECTION C: VISION
1 INTRODUCTION
A vision statement is the picture of an organisation in the future; it is the organisation’s inspiration and the framework for all strategic planning. The vision statement
answers the question “Where do we want to go?” When creating a vision statement, dreams and hopes for the organisation is articulated, it reminds the organisation
of what it is trying to build. It focuses on the organisation’s picture of the future.
Considering the opportunities that present themselves, with the view of the new developments in the Waterberg District area, the review of the Vision of Waterberg
District Municipality has been proposed during the previous year District Wide Strategic session and was raised again this year. As this strategic plan focuses on the
future of the Waterberg District area, it was the general opinion of the group represented that the time has come to set a new ‘picture of the future’ for Waterberg
area as Waterberg District has matured over the last few years and the focus has shifted from purely focussing on rural development to energy generation and eco-
tourism and the benefits for all the communities that stem from these two focus areas.
The focus on being the energy hub in Southern Africa emanates from the fact that it is a national vision to create the first city since the inception of the democratic
government in Lephalale. This will have considerable impact on infrastructure development and economic growth within the whole district area. Therefore it is
imperative that effective district wide planning takes place and that cohesion amongst the district and local municipalities takes effect.
Furthermore, the locality of Waterberg District in close proximity to Gauteng, neighbouring Botswana and Zimbabwe in close proximity to Mozambique as well as the
climate, tourist attractions such as Biosphere, Makapans Valley, Nylsvlei, Marakele National Park and also the fact that Waterberg area is malaria free, creates excellent
opportunities for maximising on beneficiation from and promotion of eco-tourism in the whole area. Based upon the abovementioned opportunities, the following new
vision for Waterberg District Municipality has been proposed:
“To be the energy hub and eco-tourism destination in Southern Africa”
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SECTION D: MISSION
1 INTRODUCTION
A mission statement is a brief description of an organisation’s fundamental purpose. It answers the question: “Why do we exist?” It articulates the organisation’s
purpose for both those in the organisation and for the public. In the review of the mission statement of Waterberg District Municipality, the first consideration was the
objects of local government as stipulated in Section 152 of the Constitution: Democratic and accountable governance; sustainable services; social and economic
development; safe and healthy environment; and community involvement. The second consideration was the provisions of the Systems Act that are to: “provide for
the core principles, mechanisms and processes that are necessary to enable municipalities to move progressively towards the social and economic upliftment of local
communities and ensure universal access to essential services that is affordable to all.” The third consideration was the powers and functions of the Waterberg District
Municipality. The areas of focus in the review of the mission statement were: provision of strategic direction, sustainable services, good governance and partnerships.
The following revised mission statement was proposed:
“To provide strategic direction and sustainable services through good governance and partnerships”
Values are qualities that are considered the principles that an organisation stand for, they represent an organisation’s highest priorities and deeply held driving forces, it
represents how the organisation will value its customers, suppliers and internal stakeholders. The values of Waterberg District Municipality were reviewed and minor
changes were proposed. In implementing the above mission, the Waterberg District Municipality subscribes to the following values:
• Commitment
• Productivity
• Excellence
• Integrity
• Transparency
• Accountability
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• Courtesy
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1.1 Guiding Policies and Legislations
This section constitutes the alignment between the national objectives (Millennium Development Goals); Limpopo Employment Growth and Development
Plan[LEGDP], National Spatial Development Perspective (NSDP) principles and the Accelerated and Shared Growth Initiative of South Africa [ASGISA] principles,
Five National Key Performance Areas for Local Government, and the municipal strategic priorities; it further reflects on the state of the nation address [SONA];
and the state of the province address [SOPA].
1.1.1 Table 1: Millennium Development Goals
GOAL 1: ERADICATE EXTREME POVERTY AND HUNGER
TARGET INDICATOR
Target 1: Halve, between 1990 and 2015, the proportion of people whose
income is less than US$1 a day.
• Proportion of the population below US$ 1 a day
• Poverty gap ratio (incidence, times, depth of poverty)
• Share of poorest quintile in national consumption
Target 2: Halve, between 1990 and 2015, the proportion of people who suffer
from hunger.
• Prevalence of underweight children (under five years)
• Proportion of the population below minimum level of dietary
consumption
GOAL 2: ARCHIVE UNIVERSAL PRIMARY EDUCATION
Target 3: Ensure that, by 2015, children everywhere, boys and girls alike, will
be able to complete a full course of primary schooling.
• Net enrolment rate in primary education
• Proportion of pupils starting Grade 1 who reach Grade 7
• Literacy rate of 15- to 24-year-olds
GOAL 3: PROMOTE GENDER EQUALITY AND EMPOWER WOMEN
Target 4: Eliminate gender disparity in primary and secondary education • Ratio of boys to girls in primary, secondary and tertiary education
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preferably by 2005 and in all levels of education no later than 2015. • Ratio of literate females to males among 15- to 24-year olds
• Share of women in wage employment in the non-agricultural sector
• Proportion of seats held by women in the national parliament
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GOAL 4: REDUCE CHILD MORTALITY
Target 5: Reduce by two-thirds, between 1990 and 2015, the under-five
mortality rate.
• Under-five mortality rate
• Infant mortality rate
• Proportion of one-year-old children immunised against measles
GOAL 5: IMPROVE MATERNAL HEALTH
Target 6: Reduce by three-quarters, between 1990 and 2015, the maternal
mortality rate.
• Maternal mortality ratio
• Proportion of births attended by skilled health personnel
GOAL 6: COMBAT HIV/AIDS, MALARIA AND OTHER DISEASES
TARGET INDICATOR
Target 7: Have halted by 2015, and begin to reverse the spread of HIV and
AIDS.
• HIV prevalence among 15- to 24-year-old pregnant women
• Contraceptive prevalence rate
• Number of children orphaned by HIV and AIDS
Target 8: Have halted by 2015, and begin to reverse the incidence of malaria
and other major diseases.
• Prevalence and death rates associated with malaria
• Proportion of the population in malaria-risk areas using effective malaria
prevention and treatment measures
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• Prevalence and death rates associated with tuberculosis
• Proportion of tuberculosis cases detected and cured
• under directly observed treatment, short-course (DOTS)
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GOAL 7: ENSURE ENVIRONMENT SUSTAINABILITY
Target 9: Integrate the principles of sustainable development into country
policies and programmes and reverse the loss of environmental resources.
• Change in land area covered by forest
• Land area protected to maintain biological diversity
• GDP per unit of energy use
• Carbon dioxide emissions (per capita)
Target 10: Halve, by 2015, the proportion of people without sustainable access
to safe drinking water.
• Proportion of the population with sustainable access to an improved
water source
Target 11: Have achieved, by 2020, a significant improvement in the lives of at
least 100 million slum dwellers.
• Proportion of the population with access to improved sanitation
• Proportion of the population with access to secure tenure
GOAL 8: DEVELOP A GLOBAL PARTNERSHIP FOR DEVELOPMENT
Target 12: Develop further an open, rule-based, predictable, non-
discriminatory trading and financial system (includes commitment to good
governance, development and poverty reduction – both nationally and
internationally).
• Target and indicators are not presently being measured in South Africa
Target 13: Address the special needs of the least developed countries. • Official development assistance (ODA)
Target 14: Address the special needs of landlocked countries and small island
developing states.
• Target and indicators do not apply to South Africa
Target 15: Deal comprehensively with debt problems of developing countries
through national and international measures in order to make debt
sustainable in the long run.
• Debt service as a percentage of exports of goods and services
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Target 16: In cooperation with developing countries, develop and implement
strategies for decent and productive work for youth.
• Unemployment rate of 15 – 24 year olds, by each sex and in total
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GOAL 8: DEVELOP A GLOBAL PARTNERSHIP FOR DEVELOPMENT Cont...
TARGET INDICATOR
Target 17: In cooperation with pharmaceutical companies, provide access to
affordable drugs in developing countries.
• Measurement of target not available for South Africa (free primary health
care for all)
Target 18: In cooperation with the private sector, make available the benefits
of new technologies, especially information and communications.
• Telephone lines and cellular subscribers
• Personal computers in use per 100 of the population
1.1.2 Five Principles of the NSDP
Rapid economic growth that is sustained and inclusive is a pre-requisite for the achievement of other policy objectives, amongst which poverty
alleviation is key;
Government has a constitutional obligation to provide basic services to all citizens (e.g. water, energy health and educational facilities) wherever
they reside;
Beyond the constitutional obligation identified in Principle 2 above, Government spending on fixed investment, should be focused on localities of
economic growth and/or economic potential in order to:
� gear up private sector investment
� stimulate sustainable economic activities
� create long-term employment opportunities
Efforts to address past and current social inequalities should focus on people not places
� In localities where there are both high levels of poverty and development potential, this could include fixed capital investment beyond basic
services to exploit the potential of those localities
� In localities with low development potential, Government spending should focus on providing social transfers, human resource
development and labour market intelligence which would enable people to become more mobile and migrate to localities that are more
likely to provide sustainable employment or other economic opportunities
In order to overcome the spatial distortions of Apartheid, future settlement and economic development opportunities should be channeled into
activity corridors and nodes that are adjacent to or link the main growth centres.
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� Infrastructure investment should primarily support localities that will become major growth nodes in South Africa and the SADC region to
create regional gateways to the global economy
1.1.3 Reflections from the State of the Nation Address, 11 February 2011
While many South Africans celebrate the delivery of houses, electricity or water, there are yet many others who are still waiting.
The legacy of decades of apartheid underdevelopment and colonial oppression cannot be undone in only 17 years. But we are forging ahead,
determined to achieve our mission of building a better life for all. And we are doing so with the help of our people. We appreciate the feedback
they continue to give us.
Indeed, we agree service delivery should move faster.
Our interactive government also obtains information from direct contact with our people. In the past year we have visited many villages, townships
and suburbs. Their message is consistent. They appreciate progress made, request faster delivery and state their commitment to work with
government to achieve more. Given the work that must still be done, we decided in 2009 to focus on five priorities. These are education, health,
rural development and agrarian reform, taking forward the fight against crime and creating decent work. We have done well on these priorities.
However, we are concerned that unemployment and poverty persist despite the economic growth experienced in the past 10 years.
To address these concerns, we have declared 2011 a year of job creation through meaningful economic transformation and inclusive growth.
We have introduced a New Growth Path that will guide our work in achieving these goals, working within the premise that the creation of decent
work is at the centre of our economic policies.
We urge every sector and every business entity, regardless of size, to focus on job creation. Every contribution counts in this national effort.
I will provide just a broad outline of our programme of action in this address.
Ministers will announce their jobs targets and more specific details per sector, in their forthcoming Budget Vote Speeches.
All government departments will align their programmes with the job creation imperative. The provincial and local government spheres have also
been requested to do the same.
The programmes of State Owned Enterprises and development finance institutions should also be more strongly aligned to the job creation agenda.
Research has indicated that we can create jobs in six priority areas. These are infrastructure development, agriculture, mining and beneficiation,
manufacturing, the green economy and tourism.
We cannot create these jobs alone. We have to work with business, labour and the community constituencies.
Experience shows that we succeed when we work together.
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One key example is the work done by the Presidential Framework Response to the International Economic Crisis team, comprising government,
business, labour and community sectors.
Amongst the key achievements of the team, South Africa introduced its first ever training layoff scheme to provide alternatives to retrenchments.
Another intervention included financial support for firms in distress, which saved about seven thousand jobs. We thank the team for their sterling
work, and look forward to ongoing collaboration.
While looking to the private sector in particular to help us create most of the jobs, government will certainly play its part.
We are pleased to announce the establishment of a jobs fund of 9 billion rand over the next three years to finance new job-creation initiatives.
In addition, the Industrial Development Corporation has set aside R10 billion over the next five years for investment in such economic activities with
a high jobs potential.
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1.1.4 Strategic Objectives of the Limpopo Employment Growth and Development Plan
These strategic priorities have been articulated in broad terms in the Premier’s State of the Province Address on 11 June 2009; and they are:
Ensuring more inclusive economic growth, decent work and sustainable livelihoods:
The main objective with regard to this priority is to respond appropriately, promptly and effectively so that growth in decent employment and
improvements in income security are reinforced, and investment sustained to build up provincial economic capability and improve industrial
competitiveness. This has to be conducted in an environment of a stable macro-economy which provides conditions for higher rates of investment
and creation of decent jobs.
Economic and social infrastructure:
In the period ahead government will continue with the infrastructure investment programme aimed at expanding and improving social and
economic infrastructure to increase access, quality and reliability of public services and to support economic activities while also considering
environmental sustainability and pursuing maximum employment impact. The aim is to ensure sustained investment growth over the medium-term
so as to achieve the target of a fixed investment ratio above 25% of GDP by 2014. Such projects will be spatially-referenced, planned for and
implemented in an integrated manner. In addition, we will continue with programmes to provide and maintain health, education, library, sporting,
recreation and other social infrastructure.
Rural development, food security and land reform:
Approximately 40% of the households in Limpopo live in areas that are characterized by extreme poverty and underdevelopment. Recognizing the
diversity of our rural areas, the overall objective is to develop and implement a comprehensive strategy of rural development that will be aimed at
improving the quality of life of rural households, enhancing the country’s food security through a broader base of agricultural production, and
exploiting the varied economic potential that each region of the country enjoys.
Access to quality education:
Education has enjoyed the largest share of the national budget throughout the past 15 years. This significant investment in building human capital
and capabilities has gradually improved the country’s human resource and skills base. However, progress has not been optimal and the
achievements have not taken place at the required scale. The objective is to focus on skills and education system towards the delivery of quality
outcomes. The focus will be on, amongst others, learner outcomes, early childhood development (ECD), improving schools management and M&E
systems and supporting and developing a high quality teaching profession.
Improved health care:
In the current MTSF period the aim is to transform the public health system so as to reduce inequalities in the health system, improve quality of
care and public facilities, boost human resources and step up the fight against HIV and AIDS, TB and other communicable diseases as well as
lifestyle and other causes of illhealth and mortality. The plan includes the phasing in of a National Health Insurance system over the next 5 years
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and increasing institutional capacities to deliver system functions and initiate major structural reforms to improve the management of health
services at all levels of healthcare delivery, including particularly hospitals.
Fighting crime and corruption:
Government is determined to curb levels of crime and corruption. Contact crimes, crimes against women and children and organized crime remain
a key focus, and so is the combating of corruption.
Cohesive and sustainable communities:
Social cohesion is important if we are to achieve developmental success. However, inequalities of condition and opportunity and weaknesses with
regard to a sense of being part of a common enterprise, is placing severe stress and strain on social cohesion. In this MTSF period, we aim to meet
our target of halving poverty and unemployment by 2014 and, in conjunction with other priorities, to strengthen human capabilities, promote
shared values and social solidarity and strive to reduce overall inequality.
Creation of a better Africa and a better world:
Over the medium term, the main goal with respect to this priority is to ensure that our foreign relations contribute to the creation of an
environment conducive to economic growth and development domestically, within Africa and in other developing countries. Implementing NEPAD,
promoting SADC regional integration, strengthening South-South relations and pursuing a developmental and investment-orientated approach to
engagements with the North, are key aspects related to this priority.
Sustainable resource management and use:
Like the rest of the world, the provincial economy is vulnerable to the impacts of climate change, biodiversity loss and diminishing water resources.
Interventions will include, amongst others, diversification of the energy mix in pursuit of renewable energy alternatives and the promotion of
energy efficiency, enforcing a zero tolerance approach to illegal and unsustainable exploitation of resources, supporting local and sustainable food
production, and promoting sustainable water use and preserving the quality of drinking water.
A developmental state including improvement of public services:
In the previous mandate period, government committed itself to improving the capacity of the state for growth and development. This remains a
priority. Whilst progress has been made, the province continues to face significant challenges in transforming the system of governance. Challenges
include capacity gaps in local government; poor quality of public services; declining trust and confidence in public institutions and weak planning
capacity across the three spheres of government. As the province strives to overcome these hurdles, the long term goal is to the build an effective
and accountable state as well as fostering active citizenship.
The Premier announced the reconfiguration of the provincial Executive Council cluster committees to reflect the needs of our priorities in the next
five years. The new clusters are: social cluster, economic cluster; security cluster; infrastructure cluster; and governance and administration cluster.
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1.1.5 Reflections from the State of the Province Address,18 February 2011
In the past year, we have dedicated a reasonable amount of focus and energy to the process of capacitating and strengthening municipalities to be
real institutions of service delivery that meet the expectations of our people. At this point in time, every municipality has a clear Turn-Around
Strategy which unambiguously articulates the mandate and the programme of action of the municipality as guided by its respective needs and
circumstances.
We will continue with the work of building a responsive, accountable, effective and efficient local government system that is self sustainable and
able to make a significant contribution to the course of ameliorating the living conditions of our people. We are making great progress in ensuring
that municipalities are equipped with qualified, competent and dedicated personnel at the technical and strategic level of the administration.
We cannot afford to repeat the mistakes of employing people based on reasons other than qualification, competence and passion to build an
administration that complies with all legal regulations whilst making a significant change to and in the lives of the masses of our people. It is
important to emphasise that we are not going to compromise in this regard.
Although we might not have increased the number of clean audit reports in municipalities, we are encouraged by the improvements made in our
reports, and this serves as a motivation in our quest to meet the objectives of our 2014 Clean Audit Campaign. We would like to congratulate eight
of our municipalities and eight of our departments for obtaining clean audit reports during the 2009/10 financial year. We would also like to send a
special message of congratulations to the Legislature for also receiving a clean audit. This puts the Legislature in a strong position to lead from the
front. We have an obligation to build an administrative system that is accountable and effective in offering and delivering services to our people.
The provision of water, sanitation and electricity cannot be deferred. During the current financial year, we have managed to provide water and
electricity to more than one million people. And more than seven hundred thousand households received sanitation facilities. It is important to
indicate that we will never rest until every household has water, sanitation and electricity.
1.1.6 Local Government Turnaround Strategy (LGTAS) on the 2nd of December 2009
� Ensure that municipalities meet basic needs of communities. This implies that an environment is created, support provided and systems
built to accelerate quality service delivery within the context of each municipality’s conditions and needs;
� Build clean, responsive and accountable local government. Make sure that systems and structures and procedures are developed and
enforced to deal with corruption, maladministration and ensure that municipalities communicate and account more to communities;
� Improve functionality, performance and professionalism in municipalities. Ensure that the core administrative and institutional systems are
in place and are operational to improve performance;
� Improve national and provincial policy, support and oversight to local government.; and
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� Strengthen partnerships between local government, communities and civil society. Ensure that communities and other development
partners are mobilized to partner with municipalities in service delivery and development.
1.1.7 Five National Key Performance Areas for Local Government
� Municipal Transformation and Institutional (Capacity) Development;
� Improving Basic Service Delivery and Infrastructure Investment;
� Improve Local Economic Development;
� Improvement of Financial Viability and Financial Management; and
� Strengthening Good Governance, Community Participation and Ward Committee Systems.
1.1.8 Waterberg District Municipality’s Strategic Objectives
� To empower the community and instil sense of ownership of development
� To ensure optimal utilisation of and adherence to space economy
� Improve and sustain financial viability
� To coordinate and monitor infrastructure development for the provision and access to basic services
� Coordinated developmental planning and implementation
� To develop and implement integrated management and governance systems
� To attract, develop and retain best human capital
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SECTION E: STRATEGIC GOALS
2 INTRODUCTION
Strategic Objectives can be defined as the broad goals an organisation must achieve to make its strategy succeed. In considering the current reality of the Waterberg
district area, the focus areas, the vision, mission and values of the district municipality, the strategic objectives were reviewed and minor changes were proposed.
Descriptive details of the revised strategic objectives as outlined in the strategy map above follows:
To develop and
implement integrated
management and
governance systems
To empower the community and
instill sense of ownership of
development
Improve and sustain
financial viability
To coordinate and monitor
resource management and
infrastructure development
for provision of access to
basic services
To ensure optimal
utilisation of and
adherence to space
economy
Coordinated
developmental planning
and implementation
Fin
an
ces
Co
mm
un
ity
Sa
tisf
act
ion
Inst
itu
tio
na
l P
roce
sse
sLe
arn
ing
an
d
Gro
wth
STR
AT
EG
IC
P
ER
SP
EC
TIV
ES
To attract, develop and
retain best human capital
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The strategy map as shown above identifies the objectives that the Waterberg District Municipality will aim to achieve. The strategy map clearly indicates the two
different strategies - growth and excellence – through the colours used for the different strategic objectives (purple indicates the Growth Strategy and green indicates
the Excellence Strategy). A combination of these colours means that those objectives are focussing upon both growth and development.
2.1 STRATEGIC OPBJECTIVES
As foundation, the focus of the Learning and Growth perspective will be on:
• To attract, develop and retain best human capital - This is a basic need that requires the district to focus effort and resources on programmes and projects
that will address high staff turnover rate and shortage of skills. It will also enable the District Municipality to more effectively focus on the ‘bigger picture’
and to achieve its ambitions.
The best human capital will enable the Municipality to be better equipped and capacitated and thereby improve the institutional processes through:
• Centralised developmental planning and implementation - In order for the District Municipality to achieve its vision, it needs to think ahead and even
beyond its borders. It will need to keep its eye firmly on its vision, especially to align its planning with their eye on the new developments in the Lephalale
municipal area, which will impact on all surrounding municipalities and continuously measure its programmes and projects against whether they contribute
to future growth and achievement of the “bigger picture” envisaged for the area.
• To coordinate and monitor infrastructure development for provision of access to basic services - In order to become an effective and efficient area, urgent
attention needs to be paid to the provision of services (as per the constitutional requirements) to improve the accessibility of basic services to all members
within the district area. Waterberg District Municipality’s main function is the coordination and monitoring of basic services within it area. Waterberg
District has scarce water resources, therefore special attention should be given to the conservation and management of water resources. The impact of the
Lephalale developments on the transport network should be focussed upon.
• To develop and implement integrated management and governance systems - To improve effectiveness and efficiency, standardised policies and
procedures need to be established throughout the district area. This will lead to open and transparent decision-making and sound governance practices
throughout the district area. Strong emphasis is placed upon the effective management, safe guarding and optimal utilisation of municipal assets. Focus
should be placed upon the devolution and clarification of powers and functions in order to enable the District Municipality to fully perform their
coordination functions and to create cohesion amongst the district and local municipalities. Considerable efforts are required in improving on cooperation
amongst municipalities and sector departments within the established structures.
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Improved effectiveness and efficiency within the District Municipality will advance the utilisation and allocation of financial resources:
• Improve and sustain financial viability - Municipalities within the district area need to improve their financial viability positions to ensure optimal utilisation
and sustainability of financial resources. The enhancement of revenue combined with the reduction of outstanding debtors should provide a platform for
the municipalities to move from.
• To ensure optimal utilisation of and adherence to space economy - As a result of the new developments within the district area, special emphasis should be
placed on local economic development and initiatives to create decent jobs, while considering the life span of mines in the district area and the impact of
new developments on the environment and other economic sectors. Special efforts should be embarked upon to ensure beneficiation for the community
from mining, agriculture and tourism. Focus should be given to fast tracking the kick-starting and implementation of the Waterberg Economic Development
Agency (WEDA).
The Improved financial viability and optimal utilisation of space economy to grow the economy and facilitate creation of decent jobs, will lead to community
satisfaction and well-being:
• To empower the community and instil sense of ownership of development - The main focus will be on the upliftment of the socio economic status of the
communities within the district area and to involve them in informed decision making.
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2.2 STRATEGIC ALIGNMENT
Ten strategic priority areas which are aligned to the Vision 2014 have been identified by national government within the MTSF to create a platform for the future
development of South Africa as a whole. Based on these priority areas, the CoGTA has identified their own priority areas that will guide national, local and
provincial governance. CoGTA has also developed the Local Government Turnaround Strategy (LGTAS) and identified five Strategic Objectives in addressing the
cause and effect of challenges within local government. The Limpopo Province has identified strategic objectives aligned to these priorities in their Limpopo
Employment Development and Growth Plan (LEGDP). Waterberg District Municipality has identified their strategic objectives in response to the strategies identified
by the national and provincial government. Municipal programmes are translated to these objectives and subsequently to national and provincial strategic priorities
and objectives.
The matrix below indicates the relation between the strategic objectives of Waterberg District Municipality and the national and provincial priority areas:
STRATEGIC ALIGNMENT:
MTSF COGTA LGTAS LEGDP OUTCOME 9 WATERBERG
Improve the health profile
of society
Build cohesive, caring and
sustainable communities
Access to quality education
Improved health care
Fighting crime and corruption
Massive programme to
build economic and social
infrastructure
Fostering Development
Partnerships, Social
Cohesion and
community
mobilisation
Strengthen partnerships
between local
government,
communities and civil
society
Cohesive and sustainable
communities
Deepen democracy
through a refined ward
committee model
To empower the community
and instil sense of
ownership of development
Ensuring more inclusive
economic growth, decent
work and sustainable
livelihoods
Speeding up growth and
transforming the economy
to create decent work and
sustainable livelihoods
Economic and social
infrastructure
Implement the community
work programme and
cooperatives supported
To ensure optimal utilisation
of and adherence to space
economy
Improve municipal
financial capacity
Building of a
developmental state
including improving of
public services and
strengthening democratic
Accelerating Service
Delivery and
supporting the
Improve functionality,
performance and
professionalism in
municipalities
Sustainable resource
management and use
Implement a
differentiated approach to
municipal financing,
Improve and sustain
financial viability
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MTSF COGTA LGTAS LEGDP OUTCOME 9 WATERBERG
planning and support institutions vulnerable
Ensure that
municipalities meet
basic needs of
communities
Improved access to basic
services
To coordinate and monitor
infrastructure development
for provision of access to
basic services
Rural development, food
security and land reform
Creation of a better Africa and
a better world
Comprehensive rural
development strategy
linked to land and agrarian
reform and food security
Building the
Developmental State in
Provincial and Local
Government that is
efficient, effective and
responsive
A developmental state
including improvement of
public services
Actions supportive of
human settlement
outcomes
Coordinated developmental
planning and
implementation
Improve national and
provincial policy, support
and oversight to local
government
Intensify the fight against
crime and corruption
Strengthen
Accountability and
Clean Government
Build clean, responsive
and accountable local
government
Single Window of
coordination
To develop and implement
integrated management and
governance systems
Pursuing African
advancement and
enhanced international
cooperation
Strengthen skills and
human resource base
Sustainable Resource
Management and use
Improving the
Developmental
Capability of the
Institution of
Traditional Leadership
Improve administrative
capacity
To attract, develop and
retain best human capital
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2.3 SUMMARY OF KPAs AND STRATEGIC OBJECTIVES
Key Performance Area Strategic Objectives
Municipal Transformation and Organisational Development • To attract, develop and retain best human capital
Basic Service Delivery • To coordinate and monitor infrastructure development for provision of access to basic services
Local Economic Development • To ensure optimal utilisation of and adherence to space economy
Municipal Financial Viability and Management • Improve and sustain financial viability
Good Governance and Public Participation • To develop and implement integrated management and governance systems
• To empower the community and instil sense of ownership of development
Spatial Rationale • Coordinated developmental planning and implementation
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2.4 STRATEGIES The following short, medium and long term strategies were developed per strategic objective:
Objectives Programme Short Term Strategies Medium Term
Strategies
Long Term Strategies
Public Participation Development / review public participation/
communication strategy. Develop Programmes
for public participation
Implementation,
monitoring and
evaluation of
strategy and
programme
Implementation,
monitoring and
evaluation of
strategy and
programme
Stake holder training Develop training programmes and allocate
budget
Implementation of
training programmes
Implementation of
training programmes
Outreach programme Develop / review communication strategies
and outreach programmes for Izimbizo,
community meetings, mayoral road shows,
special projects, etc. Coordinate monthly and
quarterly community consultative meeting
Implementation of
outreach
programmes
Monitoring &
Evaluation of
outreach
programmes
Special programmes Establish focused special programme unit
Establishment of
designated sections
e.g disabilities etc.
Monitoring and
evaluation on
focused special
programmes
To empower the
community and
instil sense of
ownership of
development
Service delivery awareness Develop communication strategy and
customer satisfaction survey
Implementation of
communication
strategy and
customer satisfaction
survey
Monitoring and
evaluation of
communication
strategy
Development of District LED strategy in
consultation with local municipalities.
Integration &
implementation of
LED strategy with
other municipalities.
Monitoring and
evaluation of the
strategy.
Develop & implement a database of
unemployed people in the whole district.
Review and assess
the effectiveness of
the database.
Monitoring, evaluate
and maintain the
database.
To ensure optimal
utilisation of and
adherence to space
economy
Beneficiation from developments
Conducting a skills audit database district wide. Implement the skills
audit
recommendations.
Monitoring and
evaluation.
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Objectives Programme Short Term Strategies Medium Term
Strategies
Long Term Strategies
Identify SMME training needs. Develop and
implement SMME
training plan.
Monitor and evaluate
the plan.
Beneficiation from Tourism, mining & Agriculture Development & integration of LED Strategies. Implementation of
LED Strategies.
Establishment of co-
operatives and
community
structures.
Monitoring and
evaluation of such
strategies.
Spatial development Implementation of approved SDF's Review of SDF's Implementation,
monitoring, enforce
SDF
Develop incentive oriented revenue generated
campaigns strategies.
Developing and
implementation of
the district wide
donor funding
strategies.
Continued
monitoring and
assessment of the
donor funding
strategies. Review of
funding model
Submission of business plans on donor funding
strategies.
Prioritization of the
business plans
submitted.
Monitoring on
implementation of
the business plans
submitted
Improve and
sustain financial
viability
Revenue generation
Review, implementation & enforcement of
credit control and debt management policies.
Continued
monitoring &
adherence on the
credit control policies
Continued
monitoring &
adherence on the
credit control policies
Improve and
sustain financial
viability
Functionality of supply chain procedures
Establishment of Supply Chain Unit & bid
committees.
Establishment of
centralised unit with
6 key elements of
SCM (demand,
acquisition, logistics,
disposal,
performance and risk
management).
Assess the
functionality &
effectiveness of the
units.
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Objectives Programme Short Term Strategies Medium Term
Strategies
Long Term Strategies
Training of Supply Chain officials Coaching and
mentoring of
identified SCM
officials.
Develop retention
strategies for the
SCM officials.
Development of SCM policy and procedures Continued review of
SCM Policy
Continued review of
SCM Policy
Development of SCM strategic plan template Implement the
strategic plan
Monitor and evaluate
the plan.
Basic Services Development of a standardised reporting
model on the provision of basic services
Implementation and
monitoring of a
standardised
reporting model on
the provision of basic
services
Sustaining and
maintaining the
reporting model on
the provision of basic
services
Bulk Infrastructure Consolidated data on the existing bulk
infrastructure within the district
Commissioning of
feasibility studies on
existing bulk
infrastructure
Coordination of the
bulk infrastructure
programme by
district
Upgrading and maintenance of infrastructure Consolidated data on the existing
infrastructure within the district
Intervention in
sourcing of funds for
upgrading and
maintenance of
infrastructure
Facilitation and
coordination of the
upgrading and
maintenance of
infrastructure
Green Economy Development of policies to support the green
economy
Implementation and
monitoring of the
policies
Maintain and review
of policies
To coordinate and
monitor
infrastructure
development for
the provision and
access to basic
services
Housing Analyse and develop housing framework
(district)
Implementation by
locals and monitored
by district
Implementation by
locals and monitored
by district
Integrated Planning Development of a coordinated inter -municipal
process plan
Develop credible and
implementable IDP's
Sustain and maintain
the developed
credible model (IDP) Coordinated
developmental
planning and
implementation
Availability of land Facilitate feedback on land audit (district) Review spatial
development
framework and
action plans (district
and locals)
Implementation and
enforcement of
spatial development
framework
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Objectives Programme Short Term Strategies Medium Term
Strategies
Long Term Strategies
Transfer of assets Arrange for an audit of assets. Transfer of
identified assets to relevant municipalities
Transfer of Assets Complete Property
Register per Lm
(district – wide)
Monitoring and Evaluation Regular reporting on indicators and projects.
Implementation of performance management
system and risk management. Benchmarking
amongst municipalities
Regular reporting on
indicators and
projects.
Implementation of
performance
management system.
Benchmarking
amongst
municipalities
Regular reporting on
indicators and
projects.
Implementation of
performance
management system.
Benchmarking
amongst
municipalities
Risk Management Implement and monitor risk management Implement and
monitor risk
management
Implement and
monitor risk
management
Cooperation amongst spheres of government Clarify roles and responsibilities through IGR
structures. Development /review of IGR
protocols
Implementation of
the IGR protocols
Implementation of
the IGR protocols.
Review Powers and
functions
Unfunded Mandates Clarify the powers and functions through
meetings and workshops
Development of a
framework
Implementation of
the adopted
framework
Co-funding / partnerships Development of bankable business plans Development of
SLA's and MOU's
Signing of
Agreements and
implementation
To develop and
implement
integrated
management and
governance
systems
United District Cooperation and participation in district
structures
Cooperation and
participation in
district structures
Cooperation and
participation in
district structures
Capacity of key staff Conduct skills audit Development of
Workplace Skills Plan
Implementation,
monitoring and
evaluation of the
WSP
To attract, develop
and retain best
human capital
Retention of key staff Development / review of policy on staff
retention
Adoption and
implementation of
the retention policy
Monitoring, review
and evaluation of the
staff retention policy
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SECTION E: PROJECTS
1 INTRODUCTION
This chapter will reflect what activities/ projects the Waterberg District Municipality will implement in the 2011/12 financial year to deliver on the (6) six IDP clusters
and goals. The implementation plan reflects how the line departments will work together as a collective to live the vision of “To be the energy hub and eco-tourism
destination in Southern Africa ”.The participation and involvement of local municipalities, sector departments and other stakeholders are evident for the successful
implementation of the Eden district’s projects in 2011/12.
Note: The projects listed are subject to the Draft Budget approval for 2011/12 in March 2011
2011/12 IDP PROJECTS
PROJECT NAME Dpt Capital/
Operating
Capital Operating 12/13 13/14 Funding
source
Municipal Environmental Health & Environmental Management
Review Air Quality Management Plan SDCS Operating 300 000 - - WDM
Dispersion modelling SDCS Operating 250 000 - - WDM
Establishment of Modimolle landfill site SDCS Capital 1 750 000 - - - WDM
Training of Green Scorpions SDCS Operating 50 000 - - WDM
Arbor Day Programme SDCS Operating 10 000 10 000 10 000 WDM
Working for Water Programme SDCS Operating 50 000 50 000 50 000 WDM
1 750 000 660 000 60 000 60 000
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PROJECT NAME Dpt Capital/
Operating
Capital Operating 12/13 13/14 Funding
source
Disaster Management
Purchase of Fire Engine for high rise buildings (5seater/double cab) - LDC Disaster Capital 3 800 000 - - WDM
Purchase of structural/aircraft water tanker - LDC Disaster Capital - - - WDM
Purchase of Hazmat Trailer (Hazardous Materials Trailer) - LDC Disaster Capital 350 000 - - WDM
Villages/Witpoort Fire Station Equipment - mobile office & sleeping
quarters - LLM
Disaster Capital 150 000 - - WDM
Fire Station Standby Generator Refurbishment - Mog Disaster Capital 100 000 WDM
Refurbishment of Toyota Dyna for training - Mog Disaster Capital 100 000 WDM
Refurbishment of Unimog Fire Engine - Mog Disaster Capital 300 000 WDM
Mogalakwena Equipment Disaster Capital 1 300 000 - - WDM
Thabazimbi Equipment Disaster Capital 650 000 - - WDM
Thabazimbi Hazardous Materials Trailer Disaster Capital 350 000 - - WDM
Thabazimbi 10,000 litre Water Tank Disaster Capital 800 000 - - WDM
Mookgophong - repair of Toyota Landcruiser plus new equipment Disaster Capital 400 000 - - WDM
Bela Bela - Medium Pumper vehicle Disaster Capital 1 600 000 - - WDM
Bela Bela Equipment Disaster Capital 250 000 - - WDM
Modimolle - Medium Double Cab Rapid Intervention Vehicle Disaster Capital 1 200 000 - - WDM
Modimolle Equipment Disaster Capital 250 000 - - WDM
11 600 000 - - -
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PROJECT NAME Dpt Capital/
Operating
Capital Operating 12/13 13/14 Funding
source
Local Economic Development & Tourism
Co-ordination of district wide LED PED Operating 50 000 50 000 50 000 WDM
Tourism PED Operating 600 000 500 000 500 000 WDM
Waterberg Biosphere Meander Reserve PED Operating 100 000 - - WDM
WEDA PED Operating 1 500 000 1 500 000 1 500 000 WDM
Vaalwater Beautification (project Wildlife Study) PED Operating 500 000 - - WDM
Bela Bela Flea Market PED Operating 250 000 - - WDM
- 3 000 000 2 050 000 2 050 000
Municipal Roads & Stormwater
Thabazimbi Northam Township street paving ID Operating 2 500 000 - - WDM
Mookgophong Township street paving ID Operating 2 500 000 - - WDM
Completion of Modimolle Ring Road 2 200 000
Completion of Bela Bela Street Paving 1 500 000
Completion of Khutsong Street in Mahwelereng (Phase 2) ID Operating 1 500 000 - - WDM
- 10 200 000 - -
Municipal Support & Institutional Development
PMS CSSS Operating 1 662 000 - - WDM
IFMS CSSS Capital 1 500 000 1 000 000 - WDM
Procurement of movable assets CSSS Capital 700 000 - - WDM
Procurement of IT equipment CSSS Capital 953 000 - - WDM
Fleet Management System CSSS Capital 1 000 000 - - WDM
District Wide VPN Network CSSS Capital 1 700 000 - - WDM
Procurement of Diesel Generator CSSS Capital 500 000 - - WDM
6 353 000 1 662 000 1 000 000 -
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PROJECT NAME Dpt Capital/
Operating
Capital Operating 12/13 13/14 Funding
source
Community Participation & Good Governance
Communication EMO Operating 450 000 150 000 150 000 WDM
District Public Participation - EMO EMO Operating 1 000 000 1 000 000 1 000 000 WDM
District Public Participation - IDP MM Operating 400 000 350 000 350 000 WDM
Learning & sharing (twinning agreement) EMO Operating 100 000 - - WDM
Anti-fraud helpline MM Operating 150 000 150 000 - WDM
Production of Diaries for Cllrs & Traditional Leaders EMO Operating 30 000 - - WDM
Celebration of Internal Aids Day EMO Operating 150 000 100 000 100 000 WDM
National Women's Month Celebration & Women in Sports Tournament EMO Operating 250 000 100 000 100 000 WDM
Youth Month EMO Operating 200 000 100 000 100 000 WDM
District conference for people with disabilities EMO Operating 200 000 100 000 100 000 WDM
IT Audit MM Operating 500 000 - - WDM
- 3 430 000 2 050 000 1 900 000
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PROJECT NAME Dpt Capital/
Operating
Capital Operating 12/13 13/14 Funding
source
Land
CBD Development Plan & implementation (Mookgophong & Thabazimbi) PED Operating 1 000 000 500 000 - WDM
- 1 000 000 500 000 -
Transport
Coordination of Transport PED Operating 100 000 - - WDM
- 100 000 - -
Safety & Security
Establishment & Coordination of Safety & Security Forum EMO Operating 75 000 - - WDM
- 75 000 - -
Sports, Arts & Culture
Executive Mayor's Marathon EMO Operating 300 000 200 000 200 000 WDM
OR Tambo Games EMO Operating 400 000 - - WDM
District Cultural Festival EMO Operating 100 000 - - WDM
Coordination of Moral Regeneration EMO Operating 100 000 100 000 100 000 WDM
- 900 000 300 000 300 000
Electricity
Upgrade of electricity sub station Modimolle ID Operating 1 000 000 - WDM
Upgrade of electricity sub station Mogalakwena ID Operating 2 000 000 - - WDM
- 3 000 000 - -
19 703 000 24 027 000 5 960 000 4 310 000